Project Management
What is a Project ?
A project is a temporary endeavor undertaken to
produce a unique product or service.
Why do Projects fail ?
•
•
•
•
•
Project objectives not clear
Unrealistic planning
Impossible schedule commitments
Lack of Resources
Conflicting stakeholder interests*
Projects fail at the beginning, not the end.
BEING FEATURE CREEP...
Examples of Project
Degree of Project Difficulty
Figure: Project difficulty is determined by 3 factors - scale, complexity and uncertainty
Successful Project
• Customer Requirements satisfied/exceeded.
• Completed within allocated timeframe.
• Completed within allocated budget.
• Acceptance by the customer.
Triple Constraint Triangle
Project Management
Terminologies
CERTIFICATION AND METHODOLOGY
➤
➤
PMI-PMP is: Project Management Institute - Project Management Professional
➤
More detailed; explains more concepts and processes and in details.
➤
More versatile; and covers more concepts and ideas.
➤
Discusses almost every aspect of project management.
➤
Uses professional and advanced terminology
➤
Uses charts and visualization extensively.
➤
More known and used internationally.
PRINCE2 is: PRojects IN Controlled Environments
➤
Less detailed, gives you general idea.
➤
Uses easy terminologies and simple concepts
➤
Gives you strict directions (especially in Roles and Responsibilities charts)
➤
Doesn't use charts and flow diagram as much as used by PMI
➤
Less known and used mainly in Europe.
ACCORDING TO THE PMBOK GUIDE :
A project is any temporary endeavor undertaken to create a
unique product, service or result.
This definition gives rise to some important concepts :
A project is temporary.
A project produces unique, quantifiable results.
A project requires a progressive elaboration.
4 Phases of PM (The 4Ds)
Project Deliverables
1.
2.
3.
4.
5.
6.
7.
8.
Work Breakdown Structure (WBS)
Activity List
Gantt Chart
Network Diagram
Critical Path Method (CPM) Analysis
Budget (Cost)
Quality Plan
Risk Log/Risk Register
Examples of Projects
REPORT WRITING
1. Research Content
2. Read Books / Reports
3. Plan logical flow
4. Present Introduction
5. Write review of literature
6. Carry out relevant discussions
7. Analyze the content
8. Draw insights
9. Present Conclusion
NEW PRODUCT DEVELOPMENT
1. Idea generation
2. Idea screening
3. Concept testing
4. Business analysis
5. Product development
6. Test marketing
7. Commercialization
8. Review of market performance
Sample Project
A. Research for Content (Books/Journals and Reports)
B. Plan logical flow as per the format
C. Present Introduction
D. Provide Review of literature
E. Carry out relevant discussions
F. Analyze the content
G. Draw insights from the report
H. Present Conclusion
I.
List the Sources
J. Proofread the Report
Writing an
Academic report
PART A
➤
Work Breakdown Structure (WBS)
➤
Activity List
➤
Gantt Chart
➤
Network Diagram
➤
Critical Path Method (CPM)
PROJECT
MANAGEMENT
1. Work Breakdown Structure (WBS)
Work Breakdown Structure (WBS)
Associated costs & Work Package
For Illustration Purpose
WBS AND SCOPE
➤
Work breakdown structure of a project shows the hierarchy of the
project work and deliverables in a project. Therefore, there are lots of
benefits of using WBS in Project Management.
➤
WBS provides the project team members an understanding of where their pieces fit into the
overall project management plan
➤
WBS Project Management facilitates communication and cooperation between and among the
project team and other stakeholders.
➤
WBS Project Management provides a basis for estimating staff, cost and time.
Based on the size WBS helps create Work Package and Assigned to the responsible Person
PROJECT
MANAGEMENT
2. Activity List
Activity List
For Illustration Purpose
IN CLASS
ACTIVITY
➤ Identifier
➤
Activity or Task
➤
Duration (Assign Start Date and End Date)
➤
Dependency
Helps define Predecessors tasks.
ROLE OF WBS AND ACTIVITY LIST
➤
To begin, you create the WBS before you develop the project schedule or
activity list.
➤
The WBS belongs to the project scope management knowledge area while
the activity list belongs to the time management knowledge area.
➤
The WBS has to do with the project’s WHAT, while the schedule deals with
the project’s HOW and WHEN.
Buchik (2015)
Example :
WBS
- The components/work packages being delivered (RESEARCH, WRITING & ANALYSIS)
Activity List - Sequential steps to write reports
PROJECT
MANAGEMENT
3. Gantt Chart
DURATION FOR THE TASK
• Assign Duration & Resources
• Pictorial Representation
• Make proactive changes
• Add Subtasks
Use of Project Management Application/Software
Gantt Chart
For Illustration Purpose
PROJECT
MANAGEMENT
4. Network Diagram
Network Diagram
For Illustration Purpose
SIGNIFICANCE
➤
➤
A network diagram is a graphical representation of the project and is
composed of a series of connected arrows and boxes/nodes to
describe the inter-relationship between the activities involved in the
project.
➤
Nodes
➤
Dependencies
➤
Predecessor’s activity
Identify Path(s)
PROJECT
MANAGEMENT
5. Critical Path Method (CPM) Analysis
Critical Path Analysis
Forward Pass and Backward Pass
For Illustration Purpose
Activity Name or
Symbol
Earliest
Start
Latest
Start
© 2011 Pearson Education, Inc.
publishing as Prentice Hall
A
ES
EF
LS
LF
2
Earliest
Finish
Latest
Finish
Activity Duration
CRITICAL PATH
Activity Table
Critical Path
Critical Path Method
(CPM Analysis)
In Class Activity
FORWARD PASS
&
BACKWARD PASS
Hands on Practice
CPM – Please draw network diagram and do
forward & Backward pass
ACTIVITY LIST
Example – Network diagram
Example – Critical Path Method
WHAT IS CRITICAL PATH ?
➤
A critical path is a sequence of interdependent activities or tasks that must
be finished before the project can be finished.
➤
It is the longest path from project start to finish.
➤
At the same time, the longest path is the path that shows the minimal time
in which a project can be completed.
➤
If there is a delay in one activity of the path, the whole project will be
delayed accordingly.
Recommended Reading
Significance of Critical
Path & Gantt Chart
Available on BREO
Advantages
Network Diagrams:
• Makes maximum use of the four M’s – Man , Machine, Money and Material.
• Optimizes and increases efficiency of stakeholders and tasks designated to each.
• Reduces the overall project duration by managing parallel tasks.
• Since it controls all activities of a project as a whole, the success of a project can be
guaranteed.
• Drawing up network diagrams help in identifying all possible tasks that can be undertaken
in a project.
Gantt Charts:
• Easy to decipher and understand
• Provides clarity of a project’s status
• Easy to use as a briefing tool in a meeting covering a whole set of activities.
• One chart can illustrate many activities.
• One of the easiest ways of reporting and documenting a project’s progress.
• It is a tool that can be used across all streams of work.
Project Management
Tools
Project Management Terminologies
• Activity List
• The activity list is an itemized documentation of scheduled activities in a Project
• Work Breakdown Structure (WBS)
• WBS helps to reduce complex activities to a collection of tasks and present work packages.
• Gantt Chart
• It is a pictorial format that can help you work out with essential aspects of projects. (Task, Duration, Resources
including Budget)
• Milestones
• Project milestones are the important point in a project that track the progress of a project.
• Network Diagram
• It provides understanding of which activities or tasks must be completed in order to begin others.
• Critical Path Method (CPM)
• Critical path method is a technique used to complete projects on time by focusing on key tasks.
PROJECT MANAGEMENT TOOLS
CPM/PERT
•
CPM was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co.
and J.E.Kelly of Remington Rand, circa 1957. The computation was designed
for the UNIVAC-I computer. The first test was made in 1958, when CPM was
applied to the construction of a new chemical plant. In March 1959, the method
was applied to a maintenance shut-down at the Du Pont works in Louisville,
Kentucky. Unproductive time was reduced from 125 to 93 hours.
•
•
(Critical Path Method)
PERT was devised in 1958 for the POLARIS missile program by the
Program Evaluation Branch of the Special Projects office of the U.S.Navy,
helped by the Lockheed Missile Systems division and the Consultant firm of
Booz-Allen & Hamilton. The calculations were so arranged so that they could
be carried out on the IBM Naval Ordinance Research Computer (NORC) at
Dahlgren, Virginia.
•
(Programme Evaluation Review Technique)
➤
Relevant Terminologies
➤
Communication
➤
Budget
➤
Risk Log/Risk Register
➤
Quality Plan
PART B
Relevant Project
Management Terminologies
PROJECT
MANAGEMENT
A) Project Slack/Float
Related Terminologies
FLOAT or SLACK
Float or Slack is the amount of
time that a task in a project
network can be delayed without
causing a delay to subsequent
tasks.
SIGNIFICANCE
‘Float’ (or Slack) is a project resource.
It should be used carefully to cover the risks or other unforeseen issues on the project.
PROJECT
MANAGEMENT
B) Fast Tracking
FAST TRACKING
TASK SPECIFIC
This involves performing tasks in parallel that are otherwise performed in sequence.
PROJECT SPECIFIC
1. Change the Scope
2. Reduce Quality
3. Outsource*
EXAMPLE OF FAST TRACKING
Fast Tracking – As per PMBOK® Guide Sixth Edition
PROJECT
MANAGEMENT
C) Project Crashing
PROJECT CRASHING
➤
Project 'Crashing' is a technique in which resources
are added to the project for the least cost possible.
➤
Cost and schedule tradeoffs are analyzed to
determine how to obtain the greatest amount of
compression for the least incremental cost.
PROJECT CRASHING
➤
Method of shortening the project duration
➤
Crashing is achieved by devoting more resources
➤
OBJECTIVES
➤
To reduce project duration
➤
To minimize cost of crashing
PROJECT CRASHING
Crashing is the technique to use when fast tracking has not saved enough time on the project sche
Project Crashing – As per PMBOK® Guide Sixth Edition
How to shorten activity duration
(for a price)
• Adding staff
• Paying for overtime
• Hiring outside staff to help or outsourcing whole
project activities
• Paying to expedite shipping or other services
• Upgrading or replacing slower equipment
• Spreading work over more shifts
Project Management
Communication
IMPORTANCE OF COMMUNICATION IN PROJECT
MANAGEMENT
For Illustration Purpose
COMMUNICATION AND WORKFLOW
MANAGEMENT
A. Create alignment and shared understanding across your team, making you
more productive, less stressed, and just a little bit happier.
C. Bring all your team's communication together, giving everyone a shared
workspace where conversations are organized and accessible.
E. Builds a searchable archive of your team’s conversations, decisions, and work
— made more useful with machine learning — putting knowledge in
everyone’s hands.
Streamlines your workflows !
COMMUNICATION, FILE AND WORKFLOW
MANAGEMENT
FEATURES
•
Slack
•
Information Management
•
Unified Communication
•
Channels / Widgets (Add-on Utilities)
Project Management
6. Budget
BUDGET
Note: Given
format is for
reference only
and can be
modified/used
based on
project
requirement.
Project Management
7. Risk Register
Risk – Initial Thoughts
Think of a risk to
your project.
What determines
the severity of a
risk?
How serious a risk
is it?
Risk Management Cont.
• Identify the Risks – How?
Capture in
a Risk
Register
» Info from previous projects – Lessons learnt
» Experience
» Brainstorming
» Organisation’s environment
» External Factors/Organisations/Relationships
• Assess – how serious?
• Plan Responses – Assign Risk Owner, Cost approved, Mitigate
• Monitor and Control
» Update Risk Register regularly
» Close risks which have disappeared
» Escalate serious risks
Risk Probability/Impact Map
I
M
P
A
C
T
Highly
Significant
5
H
H
H
H
H
Major
4
H
H
H
H
H
Moderate
Minor
Insignificant
3
2
1
M
L
M
H
L
H
M
M
H
M
Medium Risk control action to
be taken as a
matter of routine
Low risk - No
control action
required, but will
need to be
monitored
L
L
L
L
L
1
2
3
4
5
Rare
Unlikely
Possible
Probable
Almost Certain
PROBABILITY
High Risk - control
action must be a
priority
Risk Log
RISK LOG
Project:
Status / Version:
Author:
Date:
Distribution:
Managed Response
Ref.
Date Raised
Risk Description
Probability (P)
Impact (I)
Risk Rating
Action / Countermeasure
Responsibility
Review Date
1
01/07/13
Risk 1
1
1
Low
01/09/2013
2
01/07/13
Risk 2
2
2
Low
02/09/2013
3
01/07/13
Risk 3
3
3
High
03/09/2013
4
01/07/13
Risk 4
4
4
High
04/09/2013
5
01/07/13
Risk 5
5
5
High
05/09/2013
6
01/07/13
Risk 6
1
5
High
06/09/2013
7
01/07/13
Risk 7
2
4
High
07/09/2013
8
01/07/13
Risk 8
3
3
High
08/09/2013
9
01/07/13
Risk 9
4
2
Medium
09/09/2013
10
01/07/13
Risk 10
5
1
Low
10/09/2013
Status / Review
Comments
Risk Mitigation
• Prevention – Take preventative action to avoid risk e.g. - alternative
action
• Reduction – Reduce the risk, eg by adding resources/manpower
• Acceptance – Accept risk eg if low probability
• Contingency – Backup plan for if risk occurs
• Transfer – Subcontract work and risk
RISK REGISTER - PRINCE2 TEMPLATE
Project Management
8. Quality in Project Management
Quality – Initial Thoughts
Identify a quality
product you own or
would like.
How was the quality
of the product
checked and when?
Why do you
associate this
product with
quality?
Project Quality Management
• Quality Plan (Quality Criteria)
• Quality Assurance
• Quality Control
Quality Plan (Quality Criterion)
A list of measurable definitions of the attributes required for
products to be acceptable to the stakeholder(s).
Example Quality Criteria
»
»
»
»
»
»
»
»
Major functions
Development costs
Reliability
Security
Accuracy
Performance
Ease of use
Appearance
Quality Assurance
• Brainstorming
• Benchmarking
• Six Sigma (6σ) Approach
• Total Quality Management (TQM)
• ISO Quality Standards
Quality Control
• Reviews
• Inspections
• Tests/Performance Tests
• Audits
Recommended Reading available on BREO
Quality Plan
A log of the quality events planned and undertaken, e.g. reviews,
inspections, testing, and audits.
As the project progresses and records of quality activities are received, the
Quality Register is updated to reflect the actual results from the quality
activities.
Quality Product
Activity
ID
Id
Product
Quality Method
Producer Reviewer
Approver
Target
Review
Date
Actual
Review
Date
Result
Target
Actual
Approval Approval
Date
Date
1
1
Web Page
Inspection
…
…
Project Board
…
…
2
1
Web Page
Performance Test
…
…
Project Board
…
…
…
…
3
1
Web Page
Bug Test
…
…
Project Board
…
…
…
…
1
Web Page
Inspection
…
…
Project Board
…
…
…
…
4…
9
Result
QUALITY REGISTER - PRINCE2 TEMPLATE
Template available on BREO
Reading Exercise
In Class Quiz
SOC-21451380
MAJANSM
Resources on BREO
➤
PRINCE2 Download Centre
➤
Templates (Available on BREO)
➤
https://www.prince2.com/uae/downloads
➤
Quality Register
➤
Risk Register
➤
Budget
Any Queries ?
Thank you.
University of Bedfordshire Business School
SHR039-6
Operations and Project Management
Assignment 2 Briefing (60%)
Project Plan Presentation
Assessment Title
Individual Project Plan
Unit Title
Project and Operations Management
Unit Code
SHR039-6
Assessment Weighting (%)
60%
Number of Credits
15
Issue Date
Submission Deadline
Procedure for/where to submit
work (including file name
format for TurnItIn where
applicable)
Description of
Assessment Task
12pm Noon (Oman time) Sunday 25 of November, 2018
You MUST submit digital copy electronically on BREO Turn-it-in.
The following file naming format should be used for submission:
Assignment 2_Project Plan_Lead Student Name _Student ID
Number
You will produce a project plan for a suitable project for your
work-place. If there is not much scope of developing a project
plan in relation to your work-place, you must agree a project
title of your choice and scope with your tutor. The Project Plan
will include the use of Project Management tools and
techniques studied and discussed in the class. You will need to
submit the project plan (maximum 2,000 words, apart from the
relevant appendices that you are required to illustrate!) with
clear indication of your contributions.
You should include the following:
•
•
•
•
•
•
•
Format
Project Introduction and Objectives
Project team and their roles;
Project stages and key deliverables
Project time management (Work Breakdown Structure;
Activity List; Gantt Chart in MS Project; Network Diagram
and Critical Path)
Budget (cost)
Quality Plan.
Risk Log/Register;
MS Word & MS Project
Resources/Support Available
Class discussion to clarify Assignment;
In-class review
Unit resources on BREO;
Assessment Criteria
See assessment criteria marking grid for assessment-2, overleaf.
Details of how feedback will
be provided
2Q and feedback given on-line through Turn-It-In and marked
assessment criteria marking grid.
Referral Assignment
Your referral assignment will require you to produce a project plan
based on another project (discussed and confirmed by your tutor).
Assessment Criteria Marking Grid –Project plan (50% Weighting)
Criterion
Project
Objectives &
Introduction
Project team
roles
Project stages
and Key
deliverables
Weight
10%
5%
15%
Time
Management
- WBS, Activity
List & Gantt
Chart
- Network
Diagram and
Critical Path
Analysis
30%
=70% (A)
Intro & Project
Objectives well
expressed and almost
SMART
Complete and correct
WBS/PBS.
Intro & Project
Objectives clear,
precise and SMART
Project
Objectives/Intro
missing or unclear
Project
Objectives/Intro
vague
Project Objectives &
Intro satisfactory
Intro and Project
Objectives clear and
appropriate
No/ illogical
PBS/WBS
Poor PBS/WBS.
Good WBS/PBS,
complete, but query
on content/logic
No/ illogical
discussion of the
project stages using
4Ds
Poor discussion of
the project stages
using 4Ds.
Less than two of the
4 Ds discussed
unsatisfactorily.
Acceptable
WBS/PBS, but
incomplete. Correct
diagrammatic form.
Acceptable
discussion of the
project stages using
4Ds.
At least two of the
4Ds are discussed
satisfactorily
Good discussion of
the project stages
using 4Ds.
All 4Ds are
discussed well
Very good discussion
of the project stages
using 4Ds.
All of 4Ds are
discussed very well
along with their
deliverables
Outstanding discussion
of the project stages
using 4Ds.
All of 4Ds are
discussed excellently
along with their
deliverables
WBS, Activity
List/Gantt Chart not
produced/very
inaccurate.
Lack of clarity on
main Activities.
Significant
activities missing
on WBS, Activity
List & Gantt Chart;
MS Project not
used;
Resources not
identified;
Some questionable
logic on WBS,
Activity List.
Gantt Chart
acceptable but
contains mistakes.
Network Diagram
contains some
anomalies;
CP largely correct;
Activity List
satisfactory. Lack of
minor resources.
Largely correct
WBS, Activity list,
Gantt Chart;
MS Project used.
Well considered
WBS, Activity List.
Gantt Chart correct,
resources not shown.
Resources identified.
Good consideration of
WBS, Activity List.
Gantt Chart correct,
readable and well
analysed.
All resources identified
for each activity.
Network Diagram
not presented or not
represented as
activity on node.
Network Diagram
illogical and critical
path (CP) not
identified or
incorrect.
OR
Network diagram
presented in MS
Project format
Network Diagram
done in Excel, or by
hand and shows the
activity node values;
Network diagram
largely correct.
CP identified.
Network Diagram
done in Excel, or by
hand and shows the
activity node values;
Network Diagram
good.
CP correct.
Excellent complete,
correct and detailed
WBS/PBS.
Network Diagram done
in Excel, or by hand
and shows the activity
node values;
Network Diagram neat
and correct;
CP clear & correct.
Budget (costing)
Risk Register
Quality Plan
15%
15%
10%
Project budget is
not presented or not
represented as
activity on node.
Project budget
illogical and not
calculated
appropriately or
incorrect.
No/ very limited
identification of
risks and their
management
An attempt made at
identifying risks,
but not at risk
management
No/ meaningless
quality plan
Poor description of
quality
responsibilities,
quality criteria and
quality methods
Project budget
contains some
anomalies;
calculations largely
correct; Project
budget presented in
tabular format
Risks identified,
initial analysis
conducted
Project budget is
done in Excel, or by
hand and shows the
cost breakdown
values;
Project budget
largely correct.
Risks identified and
analysed, attempt
made at planning
responses.
Project budget is
done in Excel, or by
hand and shows the
costing values;
Project budget is
good and correct.
Project budget is done
in Excel, or by hand
and shows the activity
node values;
Project budget is neat,
appropriate & correct.
Risks identified and
analysed, detailed
responses planned.
Risks identified and
analysed, detailed
responses planned,
with proximity of risks.
Acceptable list of
quality
responsibilities,
quality criteria and
quality methods,
though lacking any
detail
Good specification
of quality
responsibilities,
quality criteria and
quality methods
Quality
responsibilities,
quality criteria and
quality methods
completed with
details which are
logical & consistent
Quality
responsibilities, quality
criteria and quality
methods completed to a
high standard, with
systems described for
tracking and updating
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