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25 Cards in this Set
- Front
- Back
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Planning for Activities and Costs Work Breakdown Structure (WBS) |
- Breaks complex tasks into manageable pieces. - Sets out the logical sequence of project events. - Provides a logical framework for making decisions. - Provides an input into subsequent project processes. - Provides a framework for continuous assessment of the project progression. - Provides a communication tool. |
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Planning for Activities and Costs Work Packages (WP) and Statement of Work (SOW) |
- The work package specifies the work to be done for each package described in the WBS. - The statement of work describes the deliverables against which the project can be measured. - Both types of document identify in detail work to be done and may state the standard to which the work is to be done. - The SOW also indicates who is responsible and when work needs to be delivered. |
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Planning for Activities and Costs Product Breakdown Structure (PBS) |
- The products required for each activity would then be listed. - Describe the complexes of machinery and equipment required for the project. - Compare different suppliers. |
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Planning for Activities and Costs Cost Breakdown Structure (CBS) |
Include information gathered from: -WBS, WP, SOW, PBS - Capital and revenue costs identified in the cost-benefit analysis and feasibility study documents. - Numbers and costs would be allocated to each project. - Creates a detailed financial plan/budget. |
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Planning for Activities and Costs Benefits |
- Summarising all activities comprising the project. - Displaying the inter relationships of various WP to each other and their total project. - Establishing the authority and responsibility. - Estimating project costs. - Performing risk analysis. - Scheduling jobs. - Providing a basis for controlling the application of resources to the project. |
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Planning Quality Project Quality Plan (PQP) |
Risk Assessment - Internal and external risks likely to effect the project and alternative actions to resolve risk. Project Overview - Outline the main activities to be carried out. Project Requirements - Detailed description of works, timescales and deliverables, cross referenced to project requirements. Project Organisation - Stating management roles and responsibilities. Monitoring and Reporting Procedures - How the project will be monitored and what to do if slippages occur. Key Development Stages and Processes - Activities that will need to be completed during the life cycle. Key Standards (QA) - Help ensure quality outputs. Testing Strategy - Identify the stages of development where testing is the be carried out, by whom and what. Procurement Policy - Procedures and standards for procurement will be stated and any variations from the normal procedure noted. Configuration Management - How this will be dealt with should be set out so that each version of deliverables is identified. |
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Planning for Time Critical Path Analysis |
(1) Analyse the Project - Broken down into the constituent tasks as activities. Which activities cannot be undertaken until previous activities. (2) Draw the Network - The sequence of activities is shown in a diagrammatic form. (3) Estimate Time and Cost of Each Activity (4) Locate the Critical Path - This is a chain of events that determines how long the overall project will take. (5) Schedule the Project - Determine the chain of events that leads to the most efficient and cost effective schedule. (6) Monitor and Control the Progress (7) Revise the Plan - The plan may need to be modified to take account of problems that occur during the progress of the project. |
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Planning for Time The Network Diagram |
- Each activity is represented by an arrow. - The activity letter or description is written on the arrow. - The activity duration is written below the arrow. - The activities on the critical path are identified with //. - Activities start and finish in circles known as nodes. - Nodes are numbered so that each node has a unique identifier. - The nodes also contain information on two times. Earliest Time Event (EET) Latest Time Event (LTE) |
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Planning for Time Drawing the Diagram |
- First draw a dot-to-dot diagram. - Once the network has been drawn, calculate EET and LTE. - EET -> Work left to right (If there is a choice select the highest). - LTE -> Work right to left (If there is a choice select lowest). Critical Path -> EET = LTE |
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Dealing with Risk and Uncertainty Project Evaluation and Review Technique (PERT) |
This can be used overcome uncertainties over time taken for individual activities in a network diagram. Each task is assigned a time - An optimistic time (O) - A probable time (M) - A pessimistic time (P) Expected time for each activity is then calculated as (O+4M+P)/6 |
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Dealing with Risk and Uncertainty PERT Advantages and Disadvantages |
Advantages - It gives an expected completion time. - It gives a probability of completion before the specified date. - It gives a critical path. - It gives slack through earliest and latest start times. - It allows calculation of contingency to be added to the plan. Limitations - The activity times are very subjective. - Assumes probability distribution of project completion time as the critical path. |
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Dealing with Risk and Uncertainty Scenario Planning |
Involves considering one or more sets of circumstances that might occur, other than the 'most likely' or 'expected' set of circumstances used to prepare the budget or plan for a project. Each set of assumptions is then tested to establish what the outcome would be if those circumstances were actually to occur. |
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Dealing with Risk and Uncertainty Buffering |
A more simplistic way to incorporate risk by adding artificial slack into risky activities. Adds padding to the original estimates. Should not be encouraged because it leads to a build-up of slack in the programme and may lead to complacency. |
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Gantt Chart |
This is a horizontal bar chart where the length of the bar represents the duration of the activities. To create a Gantt chart. - Display a schedule of activities using bars. - List the activities down the side of the page. - Using horizontal timescales, draw a bar for each activity to represent the period over which it is to be performed. - Both budgeted and actual timescales can be shown on the same chart. |
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Gantt Chart Benefits and Limitations |
Benefits - Assists in identifying all activities required for completing the project. - It will assist in identifying those activities that need to be completed before the next activity can start, and those that can happen at the same time. - Shows the minimum completion time for the project, and will allow for sensitivity analysis to be introduced. - Easier visualisation of relationships. - Unlike CPA, activities are drawn to scale so the most significant activities can be highlighted. - It is drawn in real time. - Actual duration can be shown alongside budget. - Aids resource allocation. Limitations - It does not identify potential weak links between phases. - The chart does not reveal team problems due to unexpected delays. - The chart does not coordinate resources and networking requirements needed at critical phases of the schedule. - It does not show the degrees of completion for each phase. |
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Milestone and Control Gates |
Milestones - Is an event that is clearly identifiable as a measure of how far the project has progressed. These are important in assessing the status of the project and quality of the work. Control Gates - These are key points in the project life-cycle which give the project sponsor or steering committee an opportunity to review project process, and make a decision whether to proceed further or terminate the project. |
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Planning for Resources Resource Histogram |
- Graphical and for determining the total requirement for a specific resource during the project. A resource histogram shows the amount and timing of the requirement for a resource or a range of resources using a stacked bar graph. Benefits - It helps with capacity planning, resource scheduling and management. - Resource availability and allocations can be shown on a histogram, to highlight overloads and under-utilisation. - Easy visualisation of resource requirement - It is drawn in real time. |
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Project Management Software |
Planning - The ability to create multiple network diagrams. - The ability to create multiple Gantt charts. - The ability to create project initiation document, project quality plan and work breakdown structure. Estimating - The ability to consider alternative resource allocation. - The ability to create and allocate project budgets. - The ability to allocate time across multiple tasks. Monitoring - Network links to all project team members. - A central store for all project results and documentation. - Automatic comparison to the plan, and plan revision. Reporting - Access to team members. - Ability to create technical documents. - Ability to create end of stage reports. |
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Project Management Software Advantages |
- Improved planning and control - Improved communication - Improved quality of systems development - Accuracy - Ability to handle complexity - What if analysis - Time-sheet recording - Project management software recognises that there is a sequence in which activities need to be performed. |
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Project Management Software Choosing the Software |
- Determine requirements of organisation including its current and future needs. - Document requirements including the essential functions/important/wish list. - Review all available packages to identify three/four products which meet the essential functions and fall within budget. - Have a demonstration of the packages on a trial basis if possible. - Select a package including 'roll over' strategy with installation, training ect Common Pitfalls - Emphasis on maintaining the plan rather than managing the project. - Resources may not be managed realistically. - Estimations - Skill level - Work breakdown. |
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Project Management Methodologies Single Methodology Benefits & Limitations |
Benefits - Provides a structured step-by-step approach to managing projects. - Stages in the methodology become familiar which speed up the completion of the project. - Helps keep the project on track and to identify any deviations at an early stage. - Users become familiar with the tools and reports used, so can compare different projects. - Team members and project managers become familiar with approach used and this improves the overall management of projects. - The methodology can be developed over time and can result in best practice approach. Limitations - If the methodology selected is unsuitable, it may make managing projects more difficult. - No one methodology can be suitable for all projects. - All projects are different, methodology may need modifying for each, which may be difficult. - Some methodologies will be too detailed for smaller projects. - Strictly adopting a methodology may become too bureaucratic. - All features of a methodology may not be required for all projects. |
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PRINCE2 Methodology |
Projects In Controlled Environments, Version 2 - is a processed based approach for project management providing an easily tailored and scalable method for the management of all types of projects. Main Purpose - Delivery of the agreed outcomes. - On time. - Within budget. - Conforming to the required quality standards. Main Control Features - It enforces a clear structure of authority and responsibility. - It ensures the production of key products. - It gives a clear understanding of the tasks to be completed. - It contains several quality controls, such as clearly defined procedures. |
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PRINCE2 Structure |
Organisation - Suggests using an organisation chart for the project so that there is a clear structure of authority and responsibility. Plans - Setting plans/standards for everything that has to be delivered (Time, quality, responsibility, communication). Controls - (TARA) Regular and formal monitoring of actual progress. Products - Includes a number of tools associated within the control of the project. Quality - Should be defined and controlled. Risk Management - Identifying different types of risk will allow us to plan to avoid or reduce. Control of Change Management - Any change should have the appropriate approval. |
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PRINCE2 Process Areas |
Starting up a Project - Involves designing and appointing the project management team, creating the initial stage plan. Initiation - This stage establishes whether or not there is the justification to proceed with the project. Managing Stage Boundaries - Ensure that all planned deliverables are completed as required. Controlling a Stage - Monitoring and control activities are carried out by the project manager at each stage of the project. Managing Product Delivery - Includes effective allocation of work packages and ensuring work is carried out to required standards. Project Closure - Brining project to a formal and controlled close. |
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PMBOK - The Project Management Body Of Knowledge. Areas |
(1) Integration - Process for ensuring that the various elements of the project are properly coordinated. (2) Scope - Process for ensuring that the project includes all the work required to complete the project. (3) Time - Process for ensuring timely completion of the project. All projects are finite, and time ranks as main limits. (4) Cost - Process for ensuring that the project will satisfy the needs for which it is undertaken. (5) Quality - Process for ensuring that the project will satisfy the needs for which it is undertaken. (6) Human Resource - Process required to make the most effective use of the people involved in the project. (7) Communication - Process required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate distribution of project information. (8) Risk - Process concerned with identifying, analysing and responding to project risk. (9) Procurement - Process of acquiring goods and services from outside the performing organisation. |
