PROJECT MANAGEMENT PROJECT MANAGEMENT TOOLS AND TOOLS AND TECHNIQUES TECHNIQUES

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PROJECT MANAGEMENT PROJECT MANAGEMENT

TOOLS AND TOOLS AND TECHNIQUES TECHNIQUES

SEMINAR

December 2003

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What is Project Management?

Project Management is the process of Project Management is the process of defining, Planning ,organizing, leading defining, Planning ,organizing, leading and controlling the development of an and controlling the development of an

Information System Project.

The goal of Project Management is to The goal of Project Management is to

deliver an Information System that is deliver an Information System that is

acceptable to Users and is developed acceptable to Users and is developed

on time and within budget

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PROJECT MANAGEMENT PROCESS PROJECT MANAGEMENT PROCESS

PHASES PHASES

1. 1. INITIATING THE PROJECT INITIATING THE PROJECT

2. 2. PLANNING THE PROJECT PLANNING THE PROJECT

3. 3. EXECUTING THE PROJECT EXECUTING THE PROJECT

4. 4. CLOSING DOWN THE PROJECT CLOSING DOWN THE PROJECT

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1. PROJECT INITIATION 1. PROJECT INITIATION

The first phase of Project Management The first phase of Project Management

Process in which activities are performed Process in which activities are performed

to asses the Size, Scope, and Complexity to asses the Size, Scope, and Complexity of the Project and to establish procedures of the Project and to establish procedures

to support later Project activities.

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PROJECT INITIATION ACTIVITIES PROJECT INITIATION ACTIVITIES

1. 1. ESTABLISHING THE PROJECT INITIATION TEAM ESTABLISHING THE PROJECT INITIATION TEAM

2. 2. ESTABLISHING A RELATIONSHIP WITH ESTABLISHING A RELATIONSHIP WITH CUSTOMER

CUSTOMER

3. 3. ESTABLISHING PROJECT INITIATION PLAN ESTABLISHING PROJECT INITIATION PLAN

4. 4. ESTABLISHING MANAGEMENT PROCEDURES ESTABLISHING MANAGEMENT PROCEDURES

5. 5. ESTABLISH PROJECT MANAGEMENT ESTABLISH PROJECT MANAGEMENT

ENVIRONMENT AND PROJECT WORKBOOK ENVIRONMENT AND PROJECT WORKBOOK Depending on the Project some of these Initial Depending on the Project some of these Initial

Activities may be unnecessary and some may be Activities may be unnecessary and some may be very involved.

very involved.

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2. PROJECT PLANNING 2. PROJECT PLANNING

The Project Planning provides an overall framework The Project Planning provides an overall framework for managing Project Costs and schedules.

for managing Project Costs and schedules.

Project Planning takes place at the beginning and at Project Planning takes place at the beginning and at the end of each Project Phase.

the end of each Project Phase.

Project Planning involves defining clear, discrete Project Planning involves defining clear, discrete

“Activities” or “Tasks” and the work needed to

“Activities” or “Tasks” and the work needed to complete each Activity.

complete each Activity.

IF YOU FAIL TO PLAN, YOU PLAN TO FAIL! IF YOU FAIL TO PLAN, YOU PLAN TO FAIL!

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2. PROJECT PLANNING 2. PROJECT PLANNING

Project Planning involves defining clear, Project Planning involves defining clear,

discrete “Activities” or “Tasks” and the work discrete “Activities” or “Tasks” and the work

needed to complete each Activity.

An ACTIVITY is any work that has a beginning An ACTIVITY is any work that has a beginning

and an end. And requires the use of Project and an end. And requires the use of Project resources including people, time and money.

resources including people, time and money.

Activities are the basic units of work that Project Activities are the basic units of work that Project Manager Plans, monitors so Activities should be Manager Plans, monitors so Activities should be

relatively small and manageable.

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2. PROJECT PLANNING ACTIVITIES 2. PROJECT PLANNING ACTIVITIES

1. 1. Describing Project Scope, Alternatives and Describing Project Scope, Alternatives and feasibility

feasibility

2. 2. Dividing the Project into manageable tasks (WBS) Dividing the Project into manageable tasks (WBS)

3. 3. Estimating and creating a Resources Plan Estimating and creating a Resources Plan

4. 4. Developing a Preliminary Project Schedule Developing a Preliminary Project Schedule

5. 5. Developing a Project Communication Plan Developing a Project Communication Plan

6. 6. Determining Project Standards and Procedures Determining Project Standards and Procedures

7. 7. Identifying and Assessing Project Risks Identifying and Assessing Project Risks

8. 8. Developing a Statement of Work Developing a Statement of Work

9. 9. Setting a Baseline Project Plan. Setting a Baseline Project Plan.

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2.1 DESCRIBING PROJECT SCOPE, ALTERNATIVES AND FEASIBILITY 2.1 DESCRIBING PROJECT SCOPE, ALTERNATIVES AND FEASIBILITY PURPOSE:

PURPOSE: Is to understand the content and complexity Is to understand the content and complexity of the Project.

of the Project.

2.2 DIVIDING THE PROJECT INTO MANAGEABLE TASKS (WORK 2.2 DIVIDING THE PROJECT INTO MANAGEABLE TASKS (WORK

BREAKEDOWN STRUCTURE) BREAKEDOWN STRUCTURE)

Project must be divided into manageable tasks and then logically order Project must be divided into manageable tasks and then logically order them to ensure a smooth evolution between tasks.

them to ensure a smooth evolution between tasks.

The definition of tasks and their sequences is referred as the Work The definition of tasks and their sequences is referred as the Work Breakedown Structure (WBS).

Breakedown Structure (WBS).

WBS is essential in Planning and executing the Project because it is the WBS is essential in Planning and executing the Project because it is the foundation for developing the Project Schedules

foundation for developing the Project Schedules

( ( PERT / and GANNT chart) PERT / and GANNT chart) for identifying Milestones in the for identifying Milestones in the Scheduling and for managing Costs.

Scheduling and for managing Costs.

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Work BreakedownStructure (WBS)

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2.3 ESTIMATING RESOURCES AND CARRYING A RESOURCE PLAN 2.3 ESTIMATING RESOURCES AND CARRYING A RESOURCE PLAN PURPOSE

PURPOSE

Is to estimate Resource Requirements for each project Activity Is to estimate Resource Requirements for each project Activity and use this information to create a Project Plan.

and use this information to create a Project Plan.

2.4 DEVELOPUNG A PRELIMINARY SCHEDULE 2.4 DEVELOPUNG A PRELIMINARY SCHEDULE

Using the information on Tasks and Resources availability to assign TIME Using the information on Tasks and Resources availability to assign TIME ESTIMATES to each Activity in the WBS.

ESTIMATES to each Activity in the WBS.

TIME ESTIMATES will allows you to create TIME ESTIMATES will allows you to create Target Starting Target Starting and and Ending Ending Dates

Dates for the Project. for the Project.

The Preliminary Schedule may be represented as a GANTT Chart or as a The Preliminary Schedule may be represented as a GANTT Chart or as a Network Diagram (ie. PERT/CPM Chart.

Network Diagram (ie. PERT/CPM Chart.

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2.5 DEVELOPING A COMMUNICATION PLAN 2.5 DEVELOPING A COMMUNICATION PLAN

PURPOSE PURPOSE

Is to outline the communication procedures among Management, Is to outline the communication procedures among Management, Project team members and the Customer.

Project team members and the Customer.

2.6 DETERMINING PROJECT STANDARD AND PROCEDURES 2.6 DETERMINING PROJECT STANDARD AND PROCEDURES

Specify hoe various Project Deliverables are produced and tested by Specify hoe various Project Deliverables are produced and tested by you and your Project team.

you and your Project team.

Setting Project Standards and Procedures for work acceptance is a way Setting Project Standards and Procedures for work acceptance is a way to assure the development of a high quality System.

to assure the development of a high quality System.

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2.7 IDENTIFYING AND ASSESSING RISK 2.7 IDENTIFYING AND ASSESSING RISK

PURPOSE PURPOSE

Is to identify sources of Project Risk and to estimate the Is to identify sources of Project Risk and to estimate the consequences of those Risks.

consequences of those Risks.

Risk might arise from the use of new technology, availability of Risk might arise from the use of new technology, availability of critical

critical resources, team member inexperience with technology resources, team member inexperience with technology or business

or business area etc. area etc.

YOU SHOULD CONTINUALLY TRY TO IDENTIFY AND ASSESSS YOU SHOULD CONTINUALLY TRY TO IDENTIFY AND ASSESSS PROJECT RISK

PROJECT RISK . .

2.8 CREATING A PRELIMINARY BUDGET 2.8 CREATING A PRELIMINARY BUDGET

You need to create a Preliminary Project budget that outlines the You need to create a Preliminary Project budget that outlines the

Planned expenses and Revenues associated with the Project.

The Preliminary Budget will be used for Project Justification. The Preliminary Budget will be used for Project Justification.

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2.9 DEVELOPING A STATEMENT OF WORK 2.9 DEVELOPING A STATEMENT OF WORK

Developed primarily for the Customer. It outlines work that Developed primarily for the Customer. It outlines work that will be done and clearly describes what the Project will

will be done and clearly describes what the Project will deliver.

deliver.

It is useful since all parties have a clear understanding of the It is useful since all parties have a clear understanding of the intended Project Size, Duration and outcomes.

intended Project Size, Duration and outcomes.

2.10 SETTING A BASELINE PROJECT PLAN 2.10 SETTING A BASELINE PROJECT PLAN

The Baseline Project Plan provides an estimate of the The Baseline Project Plan provides an estimate of the Project’s tasks and Resource requirements and is used to Project’s tasks and Resource requirements and is used to guide the next project phase Execution.

guide the next project phase Execution.

As new information is acquired during Project Execution, the As new information is acquired during Project Execution, the Baseline Plan will be continue to be updated.

Baseline Plan will be continue to be updated.

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3. EXECUTING THE PROJECT 3. EXECUTING THE PROJECT

The third Phase in Project Management Process in which the The third Phase in Project Management Process in which the Plans created in the prior Project Phases are put to action.

Plans created in the prior Project Phases are put to action.

If you develop a high quality Project Plan, it is much more If you develop a high quality Project Plan, it is much more likely that the Project will be successfully executed.

likely that the Project will be successfully executed.

KEY ACTIVITIES OF PROJECT EXECUTION KEY ACTIVITIES OF PROJECT EXECUTION

1. 1. 1. EXECUTING BASELINE PROJECT PLAN 1. EXECUTING BASELINE PROJECT PLAN

2. 2. MONITORING PROJECT PROGRESS AGAINST THE BASELINE MONITORING PROJECT PROGRESS AGAINST THE BASELINE PLAN PLAN

3. 3. MONITORING CHANGES TO BASELINE PLAN MONITORING CHANGES TO BASELINE PLAN

4. 4. MAINTAINING THE PROJECT WORKBOOK MAINTAINING THE PROJECT WORKBOOK

5. 5. COMMUNOCATING THE PROJECT STATUS. COMMUNOCATING THE PROJECT STATUS.

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4. 4. CLOSING DOWN THE PROJECT CLOSING DOWN THE PROJECT

The final Phase of Project Management process which The final Phase of Project Management process which focuses on bringing a Project to an end.

focuses on bringing a Project to an end.

Closedown is a very important activity since a Project is Closedown is a very important activity since a Project is not complete until it is closed and it is at closedown that not complete until it is closed and it is at closedown that projects are deemed a success or failure.

projects are deemed a success or failure.

Projects can conclude with a natural or unnatural Projects can conclude with a natural or unnatural termination.

termination.

Natural termination occurs when the requirements of the Natural termination occurs when the requirements of the Project have been met and thus the Project completed and Project have been met and thus the Project completed and is a success.

is a success.

An Unnatural termination occurs when the Project is An Unnatural termination occurs when the Project is stopped before natural completion.

stopped before natural completion.

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4. 4. CLOSING DOWN THE PROJECT CLOSING DOWN THE PROJECT

PROJECT CLOSEDOWN ACTIVITIES PROJECT CLOSEDOWN ACTIVITIES

1. 1. Closing Down the Project Closing Down the Project

2. 2. Conducting Post-project Review Conducting Post-project Review

3. 3. Closing the Customer Contract Closing the Customer Contract

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REPRESENTING & SCHEDULING PROJECT PLANS REPRESENTING & SCHEDULING PROJECT PLANS

The Most commonly used methods are :- The Most commonly used methods are :-

 GANTT CHART GANTT CHART

 NETWORK DIAGRAMS (PERT/ CPM NETWORK DIAGRAMS (PERT/ CPM ⁾ ⁾

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GANTT CHART GANTT CHART



A graphical representation of a Project that shows each task as A graphical representation of a Project that shows each task as

a horizontal bar whose length is proportional to its time for a horizontal bar whose length is proportional to its time for

completion.

 A GANTT Chart is a horizontal bar chart that illustrates a A GANTT Chart is a horizontal bar chart that illustrates a Project schedule.

Project schedule.

 In the GANTT Chart Time is displayed on the horizontal axis In the GANTT Chart Time is displayed on the horizontal axis and the Tasks/ Activities are arranged vertically from top to and the Tasks/ Activities are arranged vertically from top to

bottom, in order of their start dates.

 A detailed GANTT Chart for a large project might be quite A detailed GANTT Chart for a large project might be quite

complex and hard to understand. To simplify the chart Project complex and hard to understand. To simplify the chart Project

manager can combine related activities into one Task.

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GANTT CHART GANTT CHART

 A graphical representation of a Project that shows each A graphical representation of a Project that shows each task as a horizontal bar whose length s proportional to its task as a horizontal bar whose length s proportional to its time for completion.

time for completion.

 GANTT CHART do not show how tasks must be ordered GANTT CHART do not show how tasks must be ordered (precedence) but simply show when a task should begin (precedence) but simply show when a task should begin and should end

and should end

 GANTT Chart is often more useful to for depicting relatively GANTT Chart is often more useful to for depicting relatively simple projects or sub projects of a large project, the

simple projects or sub projects of a large project, the

activities of a single worker, or for monitoring the progress activities of a single worker, or for monitoring the progress of activities compared to scheduled completion dates..

of activities compared to scheduled completion dates..

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GANTT CHART

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NETWORK DIAGRAM NETWORK DIAGRAM

 Is a graphical depiction of Project tasks and their inter- Is a graphical depiction of Project tasks and their inter- relationships.

relationships.

 The distinguishing feature of a Network Diagram is that the The distinguishing feature of a Network Diagram is that the ordering of Tasks is shown by connecting with its

ordering of Tasks is shown by connecting with its predecessor and successor tasks. tasks.

predecessor and successor tasks. tasks.

 Network Diagramming is a Network Diagramming is a Critical Path Scheduling Critical Path Scheduling Technique

Technique used for controlling resources. used for controlling resources.

 CRITICAL PATH SCHEDULING CRITICAL PATH SCHEDULING

A scheduling technique whose order and duration of a A scheduling technique whose order and duration of a sequence of task activities directly affect the Completion sequence of task activities directly affect the Completion Date of a Project

Date of a Project

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NETWORK DIAGRAM NETWORK DIAGRAM

You would use a Network Diagram when Project Tasks:- You would use a Network Diagram when Project Tasks:-

 Are well defined and have clear beginning and end Are well defined and have clear beginning and end point

point

 Can be worked on independently of other tasks Can be worked on independently of other tasks

 Are ordered Are ordered

 Serve the purpose of project Serve the purpose of project

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PROGRAM EVALUATION REVIEW PROGRAM EVALUATION REVIEW

TECHNIQUE (PERT) TECHNIQUE (PERT)

 One of the most difficult and most error prone activities when One of the most difficult and most error prone activities when constructing a Project Schedule is the determination of the constructing a Project Schedule is the determination of the

TIME DURATION

TIME DURATION for each task within a Work Breakdown for each task within a Work Breakdown Structure (WBS), specially when there is a high degree of Structure (WBS), specially when there is a high degree of

complexity and uncertainty about a task.

 PERT is a technique used to calculate the Expected Time for a PERT is a technique used to calculate the Expected Time for a tasks.

tasks.

 PERT is a technique that uses Optimistic time (O), Pessimistic PERT is a technique that uses Optimistic time (O), Pessimistic time (P) and Realistic Time (R) estimates to calculate the

time (P) and Realistic Time (R) estimates to calculate the EXPECTED TIME (ET) or a particular task.

EXPECTED TIME (ET) or a particular task.

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PROGRAM EVALUATION REVIEW PROGRAM EVALUATION REVIEW

TECHNIQUE (PERT) TECHNIQUE (PERT)

 PERT is a technique that uses Optimistic time (o), PERT is a technique that uses Optimistic time (o), Pessimistic time (p) and Realistic Time (r) estimates Pessimistic time (p) and Realistic Time (r) estimates to calculate the EXPECTED TIME (ET) or a particular to calculate the EXPECTED TIME (ET) or a particular

task.

 The Optimistic time (o) and Pessimistic time (p) The Optimistic time (o) and Pessimistic time (p) reflects the minimum and maximum possible reflects the minimum and maximum possible periods of time for an activity to be completed.

periods of time for an activity to be completed.

 The Realistic time (r) or the Most likely time , reflects The Realistic time (r) or the Most likely time , reflects the Project manager’s “Best Guess” of the amount the Project manager’s “Best Guess” of the amount

of time required for a task completion.

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PROGRAM EVALUATION REVIEW PROGRAM EVALUATION REVIEW

TECHNIQUE (PERT) TECHNIQUE (PERT)

CALCULATING EXPECTED COMPLETION TIME (ET) CALCULATING EXPECTED COMPLETION TIME (ET)

o + 4r + p o + 4r + p

ET = --- ET = ---

6 6

Because the expected Completion time should be Because the expected Completion time should be closer to the realistic time (r), it is typically weighed closer to the realistic time (r), it is typically weighed

Four times more than the Optimistic time (o) and the Four times more than the Optimistic time (o) and the

Pessimistic time (p). Once you add these values Pessimistic time (p). Once you add these values

together , it must be divided by 6 to determine the together , it must be divided by 6 to determine the

Expected Time for a task.

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HOW TO CONSTRUCT A NETWORK HOW TO CONSTRUCT A NETWORK

DIAGRAM (PERT / CPM) DIAGRAM (PERT / CPM)

DEVELOPING A NETWORK DOAGRAM IS A FOUR STEP DEVELOPING A NETWORK DOAGRAM IS A FOUR STEP PROCESS:-

PROCESS:-

1. 1. Identify each Project Activity to be completed Identify each Project Activity to be completed

2. 2. Determine Time estimates and calculate Expected Determine Time estimates and calculate Expected Completion Time for each Activity

Completion Time for each Activity

3. 3. For each Activity, identify the immediate predecessor For each Activity, identify the immediate predecessor Activities

Activities

4. 4. Enter the Activities with connecting arrows based on Enter the Activities with connecting arrows based on

Dependencies and calculate Start and End times based on Dependencies and calculate Start and End times based on Duration and Resources.

Duration and Resources.

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PERT CHART SYMBOLS PERT CHART SYMBOLS

PERT PERT Chart is consisted of TASKS and EVENTS. Chart is consisted of TASKS and EVENTS.

An EVENT is called a Milestone, representing a point in time, An EVENT is called a Milestone, representing a point in time, such as the Start or Completion of a Task.

such as the Start or Completion of a Task.

A circle or a Rectangle shape NODE is used to represent an A circle or a Rectangle shape NODE is used to represent an EVENT.

EVENT.

Every PERT Chart has one Beginning and one End NODE that Every PERT Chart has one Beginning and one End NODE that represents the Start and Finish of a Project.

represents the Start and Finish of a Project.

The Earliest and Latest Time is both Zero in Starting Event. The Earliest and Latest Time is both Zero in Starting Event.

A TASK also called Activity, is depicted by an ARROW A TASK also called Activity, is depicted by an ARROW Connecting Events. A Dashed Arrow represents a Connecting Events. A Dashed Arrow represents a DUMMY TASK which is the dependancty between two DUMMY TASK which is the dependancty between two events without requiring ant resource.

events without requiring ant resource.

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PERT CHART SYMBOLS PERT CHART SYMBOLS

S S LACK TIME LACK TIME :- :-

The Slack Time available for any Task is equal to the The Slack Time available for any Task is equal to the

difference between the Earliest completion Time (ECT) and difference between the Earliest completion Time (ECT) and the Latest Completion Time (LCT)

the Latest Completion Time (LCT)

SLACK TIME = (LCT – ECT) SLACK TIME = (LCT – ECT)

CRITICAL PATH CRITICAL PATH

Is a sequence of Dependent Tasks that have the Largest sum Is a sequence of Dependent Tasks that have the Largest sum of Estimated Time (ET). IT is the Path that has no Slack Time of Estimated Time (ET). IT is the Path that has no Slack Time built in.

built in.

 The Critical Path on PERT chart is shown with thick Dark line. The Critical Path on PERT chart is shown with thick Dark line.

 To find the Critical Path begin with identifying all To find the Critical Path begin with identifying all alternative paths that exist from Event 1 to the Final alternative paths that exist from Event 1 to the Final Event.

Event.

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GANTT CHART vs PERT CHART

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GANTT CHART vs PERT CHART GANTT CHART vs PERT CHART

 GANTT chart visually shows the duration of Tasks whereas a GANTT chart visually shows the duration of Tasks whereas a PERT chart visually shows the sequence dependencies between PERT chart visually shows the sequence dependencies between tasks.

tasks.

 GANTT visually shows the Time overlap of Tasks whereas a GANTT visually shows the Time overlap of Tasks whereas a

Network does not show time overlap but does show which tasks Network does not show time overlap but does show which tasks could be done in parallel.

could be done in parallel.

 Some form of GANTT chart can visually show Slack Time Some form of GANTT chart can visually show Slack Time available within an Earliest Start and Latest finish time..

available within an Earliest Start and Latest finish time..

 Most Project Managers find PERT very helpful for scheduling, Most Project Managers find PERT very helpful for scheduling, monitoring and controlling Projects.

monitoring and controlling Projects.

 PERT is recommended for Large Projects with high intertask PERT is recommended for Large Projects with high intertask dependencies and the GANTT chart for simpler Projects.

dependencies and the GANTT chart for simpler Projects.

Most Project Management Case Tools nowadays (eg. MS-Project Most Project Management Case Tools nowadays (eg. MS-Project

) allow the best feature of PERT to be incorporated into ) allow the best feature of PERT to be incorporated into GANTT Charts.

GANTT Charts.