Group No: 4
Group No: 4
Aman
Amanii Abd
Abdalg
algadir
adir
Saf
Safaa
aa Ha
Hashi
shim
m
Lee
Leena
na Fa
Faro
roug
ug
Al
Alia
iaa
a Sa
Saye
yed
d A.
A.Al
Alaa
aall
Els
Elsadi
adig
g Mu
Munee
neerr
Asia M. Ali
Asia M. Ali
Afr
Afrah
ah A. A
A. Alaz
laziz
iz
Mustafa Kamil
Mustafa Kamil
IntroductionIntroduction
DEVELOPING THE PROJECT SCOPEDEVELOPING THE PROJECT SCOPE
Develop WBSDevelop WBS
Scheduling:Scheduling:
Define work activitiesDefine work activities
Sequence Work activitiesSequence Work activities
Activities resources estimatingActivities resources estimating
Estimate activities durationEstimate activities duration
Risk management planningRisk management planning
Quality planningQuality planning
Budget planningBudget planning
Establish human resource planEstablish human resource plan
Establish communication planEstablish communication plan
Establish Procurement planEstablish Procurement plan
ConclusionConclusion
Presenter (1)
Presenter (1)
Am
Am
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Ab
Ab
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Al
Al
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Introduction
Introduction
Introduction
Introduction
After the initiation stage, the projecAfter the initiation stage, the project is t is planned to an appropriateplanned to an appropriate
level of detail. level of detail.
The main purpose is to plan The main purpose is to plan timetime, cost and , cost and resources adequately toresources adequately to
estimate the work needed and to
estimate the work needed and to effectiveeffectively manage risk duringly manage risk during project execution.
project execution.
As with the Initiation process group, a failure to adequately planAs with the Initiation process group, a failure to adequately plan
greatly reduces the project's chances of successfully accomplishing its greatly reduces the project's chances of successfully accomplishing its goals.
goals.
Introduction
Introduction
When carrying out a root cause analysis on
When carrying out a root cause analysis on a client complaint
a client complaint
you might hear the following symptomatic expression:
you might hear the following symptomatic expression:
“I didn’
“I didn’t have the time t have the time to plan, the cto plan, the client needed it urgently and Ilient needed it urgently and I
had to get it into production immediately”.
had to get it into production immediately”.
How
However this serves to illustrate the t
ever this serves to illustrate the true value of p
rue value of project planning
roject planning
in saving time, money and problems.
Introduction
The key to a successful project is in planning
Planning is the first thing you do when undertaking a project
Often project planning is ignore to rush in for the work
The value of project planning
saving money
saving time
saving many problems
Remember: If you fail to plan, you plan to fail
Importance of project planning
1.
Broadening
the core team‘s understanding of the projectscope
2.
Determining delivery sequence and priorities
3.Providing access to product-specific know-how
4.
Managing the expectations of product developers in order to
minimize last minute scope changes
5.
Establishing the optimum process and schedule
6.
Risk analysis, contingency planning and stress-testing of
Importance of project planning
8.
Defining communication, escalation channels and managing
the client‘s expectations
9.
Ensuring Quality Assurance at all stages
10.Allocating and managing to budget
Planning stepes
Developing the project scope: Setting objectives Identify deliverables Develop WBS
Scheduling:
Define work activities Sequence Work activities Activities resources estimating Estimate activities duration Risk management planning
Quality planning Budget planning
Establish human resource plan Establish communication plan
Safaa Hashim
DEVELOPING THE PROJECT SCOPE
Project scope
The project scope statement is the definition of the project
—what needs to be accomplished.
The Develop Preliminary Project Scope Statement process
addresses and documents the characteristics and boundaries of
the project and its associated products and ser vices, as well as
the methods of acceptance and scope control.
project scope
The preliminary project scope statement is developed from
information provided by the initiator or sponsor.
The project scope statement content may vary depending upon
the application area and complexity of the project but it must
contain:
Project objectives
Required deliverables
Project scope development tools and techniques
1 – Project Management Methodology:
The project management methodology defines a process that aids a project management team in developing and controlling changes to the preliminary project scope statement.
2 – Project Management Information System:
The project management information system, an automated system, is used by the project management team to support generation of a preliminary project scope statement, facilitate feedback as the document is refined, control changes to the project scope statement, and release the approved document.
3 – Expert Judgment:
Expert judgment is applied to any technical and management details to be included in the preliminary project scope statement.
Project objectives
A project is successful when the needs of the stakeholders have been
met.
A stakeholder is anybody directly, or indirectly impacted by the project.
As a first step, it is important to identify the stakeholders in your
project.
It is not always easy to identify the stakeholders of a project,
particularly those impacted indirectly.
Examples of stakeholders are: The project sponsor.
The customer who receives the deliverables. The users of the project outputs.
The project manager and project team.
Project objectives
Once you understand who the stakeholders are, the next step is to
find out their needs.
The best way to do this is by conducting stakeholder interviews. Take time during the interviews to draw out the true needs that
create real benefits.
Often stakeholders will talk about needs that aren't relevant and
don't deliver benefits. These can be recorded and set as a low priority.
Project objectives
The next step, once you have conducted all the inter views, and
have a comprehensive list of needs is to prioritise them.
From the prioritised list, create a set of goals that can be
easily measured.
A technique for doing this is to review them against the SMART
principle.
This way it will be easy to know when a goal has been
achieved.
Project objectives
Once you have established a clear set of goals, they should be
recorded in the project plan.
It can be useful to also include the needs and expectations of
your stakeholders.
This is the most difficult part of the planning process
completed.
Project deliverables
Using the goals you have defined, create a list of things the
project needs to deliver in order to meet those goals.
Specify when and how each item must be delivered.
Add the deliverables to the project plan with an estimated
delivery date.
More accurate delivery dates will be established during the
scheduling phase.
Presenter (3)
Leena Faroug Hassan
Develop WBS
A work breakdown structure (WBS) is a tool used to define and
group a project's discrete work elements in a way that helps organize and define the total work scope of the project.
A work breakdown structure element may be a product, data, a
service, or any combination.
A WBS also provides the necessary framework for detailed cost
estimating and control along with providing guidance for schedule development and control.
Additionally the WBS is a dynamic tool and can be revised and
updated as needed by the project manager.
Develop WBS
The WBS provides a common framework for the natural development
of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.
A WBS permits summing of subordinate costs for tasks, materials,
etc., into their successively higher level ―parent‖ tasks, materials, etc.
For each element of the WBS, a description of the task to be
performed is generated. This technique (sometimes called a System Breakdown Structure) is used to define and organize the total scope of a project.
Develop WBS
The Work Breakdown Structure is a tree structure, which shows a
subdivision of effort required to achieve an objective; for example a program, project, and contract.
In a project or contract, the WBS is developed by starting with the
end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g.,
systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.
Develop WBS
The WBS is organised around the primary products of the project (or
planned outcomes) instead of the work needed to produce the products (planned actions).
Since the planned outcomes are the desired ends of the project, they
form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected.
A well-designed WBS makes it easy to assign each project activity to
one and only one terminal element of the WBS.
In addition to its function in cost accounting, the WBS also helps map
Presenter (4)
Aliaa Sayed Abdalaal
Define work activities
Activity definition refers to the process of parsing a project into a
number of individual tasks which must be completed before the deliverables can be considered completed.
Activity definitions rely on a number of specific input processes. These
include enterprise environmental factors, organizational process, the project scope statement, the work breakdown structure, the project management plan.
Scheduling:
Define work activities
Through use of these inputs, the activities that will need to ultimately
be completed in order to compete all of the project objectives can be readily defined, and the activity definition can be further accomplished through the utilization of a number of tools and techniques including templates, rolling wave planning, expert judgment, and planning components.
The four ultimate outputs of the activity definition process are the: Activity list
The resulting activity attributes All requested changes,
Sequence Work activities
The term activity sequencing refers within the context of project
management to a dual process.
Initially, activity sequencing involves a specific process of the
identification of dependencies among a series of schedule activities.
The next step of activity sequencing involves the
documentation of the said series of dependencies among those schedule activities.
More specifically, activity sequencing involves the chronicling the
dependencies among these schedule activities and putting them into a logical order.
Scheduling:
Activity resource estimating
Activity resource estimating is a process in which the project team
carefully compiles a thorough listing of the resources that will be needed in completing a project.
There are six inputs that are to be used in the process of activity
resource estimating. Those six inputs are:
1. The activity list
2. The activity attributes 3. The organizational process
4. The enterprise environmental factors 5. The resource availability.
Activity resource estimating
There are a number of tools that can also be utilized in most
effectively estimating the required activity resources. Those tools include:
Expert Judgment,
A Complete Alternatives Analysis, The Use Of Published Estimating Data, Project Management Software,
The Use Of Bottom-up Estimating.
Scheduling:
Activity resource estimating
The resulting outputs from this process include: Activity Resource Requirements, Activity Attributes Updates, Requested Changes,
A Resource Breakdown Structure,
The Development Of a resource calendar.
The successful utilization of activity resource estimates will help
Estimate activity duration
Activity duration estimating represents the act of quantifying the
amount of time that it is anticipated the activity will take to complete.
This phase of the project, that which consists of the estimating of the
amount of time needed to complete all individual schedule activities, typically and traditionally takes place before a project is kicked off, during the conception phase, however, it is possible for the actual activity duration estimating period to take place later, perhaps close to or even slightly after the project has officially kicked off, however, even in those cases a draft or preliminary estimation has typically been made.
Scheduling:
Estimate activity duration
Estimations can be made in any calendar unit that seems
appropriate, such as months, weeks, days, etc., the entirety of the activity duration estimate can be further broken down into subparts or milestones at which certain elements, or deliverables, of the activity are to have been completed in final or draft form.
Alsadig Muneer
RISK MANAGEMENT PLANNING
Risk management planning
Despite the most careful efforts, sometimes risk cannot be avoided. There will be a number of times over the course of the project‘s
respective life cycle that the project management team and or the project management team leader will find themselves in a position in which they realize that a particular component as to the project and or a particular facet of that project does in fact come with a set or series of inherent risk.
After all of these likely and potential risks have been properly
organized and categorized, it is up to the project management team and or the project manager to effectively determine the best way to deal with these risks.
Risk management planning
The most effective means with risks is through the establishment of an
effective risk management plan.
A risk management plan is an input output document that outlines
exactly how risk management will be performed on a given project. It can be an informal document, or it can be very specific and very formalized in nature, depending on what exactly is required.
Information in these plans can vary widely depending on the project
application area and or project size.
Quality planning
Quality planning refers specifically to the actions of the project
management team and or the project management team leader to engage in the action of establishing and conducting a process for the purposes of identifying and determining exactly which standards of quality are in fact relevant to the project as a whole, and also in making an effective determination as to how to satisfy them.
The concept of quality refers specifically to the degree or amount
toward which an inherent or embedded number of traits fulfills a number of predetermined requirements that have been deemed necessary.
Quality planning
In quality planning, it is determined how vigilant to be in regards to
monitoring these traits, how stringent to be in the management process in redirecting energies that have lost focus and are causing deviations in the focus from these inherent traits,. Quality planning is typically best done at the onset of the project, but can of course be tweaked as necessary,
Presenter (6)
Asia M. Ali
Budget planning
The project budget is a detailed estimate of all the costs required to
complete project tasks.
It is much more detailed than the high-level budget developed in the
Initiate Stage.
The typical budget specifies: Costs for staff labor Materials procurement Ongoing operating costs
Other direct costs such as travel or training.
Budget planning:
Rationale
The detailed budget provides the project sponsor with a best
estimate of how much the project will cost.
The detail budget helps manage expectations and gives the project
sponsor information to develop a cost/benefit for the project.
The budget is also used in the Execute and Control stage to help
Budget planning
Who is involved? Project Manager Project Sponsor Project Team ResultsThis information is included in a separate section of your project plan
often referred to as ―Project Budget.‖
Budget planning:
Afrah A. Alaziz
Human resource planning
Human resource planning
The term human resource planning refers specifically to a
project management process that involves the careful and
deliberate identification, categorization, and ultimately,
documentation of the entirety of all project roles assigned to all
individual members of the project work team.
Included among this documentation process is a careful
delineation of all of the individual project team members‗personal responsibilities in regards to management of the
project, as well as all the specific reporting relationships among
all members of the project team.
Human resource planning
Human Resources Planning Inputs:
-Enterprise environment factors.
organizational factors.
Technical factors.
Interpersonal factors.
Location factors.
Political factors.
-Organizational process assets.
-Project management plan (particularly the activity
resource requirements)
Human resource planning
Types of documentations:
- project descriptions
-organizational chart
-performance appraisals
The organization‘s conflict management process
Elements like training requirement
Projects roles and responsibilities
Human resource planning
Human Resources Planning outputs:
Roles and responsibilities
- Roles
- Authority
- responsibilities
- Competency
Staffing management plan
- staffing acquisition
Human resource planning
- Time table
Release criteria
Training needs
Rercognition and rewards
Complains
Human resource planning
Presenter (8)
Mustafa Kamil
Communication management plan
The communication management plan is the written document
that outlines, highlights, and details the communications needs
and expectations for the entire project.
This can include specific communications technologies that are
required, such as need for dedicated cell phones so that the
project team members can keep in touch, as well as specific
update formats, such as the need for a weekly email update, or
perhaps the need for a weekly conference call.
Communication management plan
The communication management plan also includes mention of
the specific party or parties who are to be responsible for
each format of communication.
Communication management plans come in a wide variety of
shapes and sizes.
Some can be formally written, others can be more informal
drafts. They can be extremely detailed, or can be written very
broadly, meant more to steer project team members in a
general direction (i.e., ―Send the team a weekly email to
update) as opposed to providing specific rigid instruction (i.e.,
―Send a weekly email to these specific members on this specific
Communication management plan
Project Communications Management plays a key role in
keeping all members of the project management team on the
same page.
Without communication among all team members and project
stakeholders there can be a breakdown in processes which
could have a negative impact on the final product.
The project manager must know the communication processes
involved in effective project management.
Communication management plan
First of all there should be planning to determine what
information needs to be communicated to all stakeholders in the
project.
Next, that information must be made readily available to the
stakeholders and generated in a timely fashion.
Performance must also be accounted for by reporting the
project status, measuring progress and forecasting.
Finally, communication with project stakeholders must be
managed so that all requirements are met and issues are
promptly resolved.
NuhaA.Alaziz
Communication management
Interactions and overlap among the communication processes
are inevitable and expected throughout all phases of project
management
Project Communications Management can be broken down into
Communication management
1.
Managing a meeting by having an agenda as well as
resolving conflict
2.
Writing style to be used
3.
Method of communication; written or oral, informal memo or
formal report, face-to-face or email, all of which are
dependent on the situation at hand
4.
Techniques for presentation including whether to use visual
aids and effective use of body language
5.
Possible barriers or feedback loops that influence
communication
Communication management
There are also several key components in project communication
management which should be considered:
Encoding or translation makes sure everyone understands
what is said.
The output of that encoding is the message which is
conveyed through a medium.
Interference with the message is called noise and finally,
the message must be decoded to have meaning for all
involved.
Procurement planning
As is the case with almost every aspect of the project
management process, it is essential and imperative that the
project management team and or the project management
team leader implement an effective and succinct plan when it
comes to the various components of procurement throughout the
project‘s life cycle.
Specifically speaking, the procurement management plan refers
to the plan that has been put into place that is meant to dictate
and describe the entirety of the procurement process and how
it is means to relate to and with the developing procurement
documentation, and how contract closure will relate to all.
Procurement planning
The procurement management plan should be implemented
and developed as early in the project life cycle as possible to
assure that, to the extent possible, the procurement process is
consistent throughout, however, in some cases, the plan may be
altered once the project begins, particularly if budgetary
reasons dictate.
Hatim Abbas Mudawi
What Exactly Is a “Successful” Project?
“Successful” Project
successful project would be defined as a project that:
■
Delivered as promised: Project produced all the stated
deliverables.
■
Completed on-time: Project completed within the approved
schedule.
■
Completed within budget: Project completed under the
approved budget.
■
Delivered quality: Project deliverables met all functional,
performance,
“Successful” Project
■
Achieved original purpose: The project achieved its original
goals, objectives, and purpose.
■
Met all stakeholder expectations: The complete expectations of
each key stakeholder were met, including all client acceptance
criteria, and each key stakeholder accepts the project results
without reservation.
■ Maintains ―win
-
win‖ relationships:The needs of the project
are met with a ―people focus‖ and do not require sacrificing theneeds of individual, team members or vendors. Participants
on successful projects should be enthusiastic when the project is
complete and eager to repeat a similar experience.
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