project management

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By Satish Yadavalli

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V

VAARIORIOUS US STASTAGESGES

OF

PROJECT

PLANNING & SCHEULING

ATA COLLECTION

STATUS UPATING THROUGH

NET!ORK AN

GIVING EARLY !ARNINGS

PAVE A PATH PAVE A PATH FOR FOR SUCCESSFUL CO"PLETION SUCCESSFUL CO"PLETION

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Project :

Converting a vision, a dream or a need to reality.



 A job that has a beginning and an end A job that has a beginning and an end (Time)(Time)



 A specifed outcome(Scope) A specifed outcome(Scope)



 At a stated level At a stated level o eroro erormance (!uality)mance (!uality)



 At a budget(Costs). At a budget(Costs).

Project Characteristics :



 TTemporemporary ary :: "as defnite Start and #inish"as defnite Start and #inish



 Unique Unique $ $ roduct%Service roduct%Service is is di&erent di&erent in in somesome

distinguish

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Management :

anagement is the

anagement is the techniue o understanding thetechniue o understanding the

problems, needs and controlling the use o *esources,

Cost,

Cost, Time, Scope Time, Scope and !uaand !ualitylity..

Project Management :

Application o

Application o knowledge, skills , tools & techniquesknowledge, skills , tools & techniques

to project activities in order to meet

to project activities in order to meet stakeholderstakeholder needs needs

+ epectations rom a project.

Needs :

Needs : stated part o the project stated part o the project

Expectations :

Expectations : unstated part o the project unstated part o the project

“Completio

“Completion o Project n o Project on time within !udgeton time within !udget

without comprising

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!hy d# $#%a'i(s )s( P"*

• To handle projects e&ectively in an organi-ation.

• To defne the project and agree 'ith the customer

• To plan and assess resource needs or the project

• To estimate project cost and mae proposals

• To plan + schedule activities in a project.

• To allocate the right resource at the right time.

• To assess ris and ailure points and mae bacup plans.

• To lead a project team e&ectively and communicate 'ell

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!hy d# (#l( l(a+' P"*

• To eplore the latest concepts and techniues o project management.

• To increase value%contribution to the organi-ation. To prove yoursel sillul in managing projects.

• To learn a ne' thought process that helps organi-ed thining and structured approach.

• To acuire a proessional degree% recognition and increase job prospects.

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Project Management Plan : “ Tells "o' 'or 'ill be done1

The ey to a successul project is on the

planning. All the detailed planning 'or or di&erent aspects o the project is integrated into one single plan no'n as the roject anagement lan.

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!hy

%he PM Plan estalishes the projects:

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Most important phase o the project management.

lanning is an art and science o converting a set o objectives to

reali-ation through a series o steps eecuted in an organi-ed and

predicted 'ay so that there 'ill be less reuirement o changes in the plan later on.

The old saying 4lan the 'or, 5or the plan1

P'(NN)N* P'(NN)N* C+N%+'')N * C+N%+'')N * -C.E/0')N * -C.E/0')N * C'+-)N* C'+-)N* STAGES

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-cheduling Phase is the

process o ormali-ing the planned activities, assigning the durations, resources and seuence o

occurrence in consultation 'ith the team members.

Planning and -cheduling

phases are under taen beore the

actual project starts.

-C.E/0')N * -C.E/0')N * C+N%+'')N * C+N%+'')N * P'(NN)N* P'(NN)N* C'+-)N* C'+-)N* STAGES

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Controlling phase is undertaen during the actual project implementation.

roject controlling is a mechanism

established to determine deviations rom the project base schedule, to re6plan + reschedule during implementation to

compensate the deviations on the basis o commissioning minima, 7o' o

resources lie fnance, manpo'er, euipment + application techniues.

C+N%+'') N* C+N%+'') N* P'(NN)N* P'(NN)N* -C.E/0')N * -C.E/0')N * C'+-)N* C'+-)N* STAGES

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Closing phase is the last phase o the project 'hich brings close out o the complete project. 5hatever the project reuirements are pre6defned, during this phase the total delivery is made and it is accepted by the customer.

aimum con7icts can arise in the project during this phase bet'een those 'ho have 'ored to deliver the outcome (contractor) and those 'ho are accepting the results o the 'or (customer).

C+N%+'')N * C+N%+'')N * P'(NN)N* P'(NN)N* -C.E/0')N * -C.E/0')N * C'+-)N* C'+-)N* STAGES

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P" K'#,l(d-( A+(as

PM Knowledge Areas Cost Change Document Integration . Scope / Time 0 1 Quality 2 Risk 3 Human Resource 4 Communi Cation 5 Procure ment 6

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 Project )ntegration Management supports various elements o project management 'hich are identifed, defned, combined and

coordinated.

Project Integration Management

 8evelop roject Charter

8evelop roject anagement lan

8irect and anage roject eecution

onitor and Control roject 5or

erorm 9ntegrate Change Control

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P+#7($t Cha+t(+ 8

 DOCUMENT that formally authorizes a roject!

 Provi"e information a#out internal an" e$ternal arties involve" in an" affecte" #y the roject!

 Documenting initial re%uirements that satisfy the sta&e hol"ers' nee"s an" e$ectations!

 I((UED #y a roject initiator or sonsor) e$ternal to roject organization) at a level aroriate to roject fun"ing!

 EMPO*E+( the roject manager to aly resources to roject!

 (ummary level Milestone sche"ule an" (ummary level ,u"get!

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 Project scope management includes the processes reuired to ensure that the project

includes all the 'or reuired, and only the 'or reuired to complete the project successully

P+#7($t S$#( "a'a-(%('t

 Collect reuirements

8efne Scope

Create 5:S

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!BS 9 !#+: B+(a:d#,' St+)$t)+( 8

- "elivera#le.oriente" hierarchical "ecomosition of wor& to #e e$ecute" #y the roject team to/

• create re%uire" "elivera#les

• accomlish roject o#jectives

 *,( organizes an" "efines the total scoe an" reresents secifie" in the current arove" (coe (tatement0

 Process of su#"ivi"ing roject "elivera#les an" roject wor& into more managea#le comonents!

 1owest level of *,( is wor& ac&age can #e sche"ule") cost estimate") monitore") an" controlle"!

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TYPICAL !BS OF A PROJECT

OVERALL PROJECT ENGINEERING BASIC ENGINEERING ETAILE ENGINEERING PROJECT ENGINERING PROCURE"ENT PLACE"ENT OF ORER ON VENORS "ANUFACTURING & ELIVERY E;UIP"ENT RECEIVE AT SITE < =>? CONSTRUCTION SITE " OBILISATION CIVIL !ORK

STRUCTURAL STEEL !ORK

E;UIP"ENT INSTALLATION

PIPING INSTALLATION

ELEC@ INSTALLATION

INSTRU"EN@ INSTALLATION

INSULATION & PAINTING

COL CO""ISSIONING

HOT CO""ISSIONING Civil work for Main equipment

Civil work for Aux. Facilities Piling work

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 roject Time anagement ensures the timely completion o the project.

Project Time Management

 lan Schedule anagement

 8efne Activities

 Seuence Activities

 /stimate Activity *esources

 /stimate Activity 8urations

 8evelop Schedule

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 Schedule once fnali-ed is set as a baseline

 rogress o 'or are traced against the baseline

 Current progress is arrived rom various (/ngineering, roc, anuacturing and Construction) Tracers

developed or the purpose. These schedules are called current schedules

 Analysis and orecasting is done in progress reports.

Schedule using S roject

Schedule using rimavera (<) /ngineering Tracer

anuacturing + Supply Tracer construction tracer

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 roject cost anagement includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed 'ithin the approved budget.

Project Cost Management

 /stimate cost

Convert it into budget

=oad the cost into schedule

erorm earned value (/;) analysis

erorm estimate at complete (/AC)

Administer changes

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Project 3uality Management

 roject !uality anagement ensures the project 'ill satisy >//8S or 'hich it 'as undertaen.

5hat is !uality?

 Conormance to specifcations

 #itness or use

 lan !uality

erorm !uality Assurance

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Project 3uality Management

Plan "ualit# %echniques

@ Cause and e&ect diagram @ #lo'charts @ Chec sheets @ areto diagrams @ "istogram @ Control charts @ Scatter diagram

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 roject human resource management includes the processes that organi-e, manage, and lead the project team and to mae most e&ective use o people involved in the project.

Project 4uman +esource Management

 8evelop "uman *esource lan (*ole + *esponsibility, rgani-ation

chart, StaBng anagement lan)

 Acuire project team

 8evelop project team

 anage project team

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 roject communication management include

processes reuired to ensure timely and appropriate generation, collection, distribution, storage,

retrieval, and ultimate disposal o project inormation.

Project Communications

Management

 9dentiy Staeholders  lan Communication  8istribute 9normation

 anage Staeholders epectations

 *eport erormance

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P+#7($t Sta:(h#ld(+s 8  Customers5users

 (onsor

 Portfolio managers5ortfolio review #oar"

 Program managers

 Project management office

 Project managers  Project team  6unctional managers  Oerations management

Project Communications

Management

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Project Communications

Management

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 roject *is anagement is concerned 'ith

identiying, analy-ing and responding to project riss.

Project +is& Management

+is&

 lan *is anagement

9dentiy *iss

erorm !ualitative *is Analysis

erorm !uantitative *is Analysis

lan *is responses

onitor and Control *iss

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 roject rocurement anagement is needed to acuire material, goods and services outside perorming organi-ation to meet project scope.

Project Procurement Management

 lan rocurements

 Conduct rocurement

 Administer Contracts

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 rojects generally dont go DEEF as planned

resulting into variations rom plans in scope, time, cost, uality

 Change control boards (CC:s)

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8ocument management is very important (but largely

ignored) aspect o project management

 This can be a sophisticated sot'are or simple ecel sheets depending on the organi-ation strategy

 nce adopted its use should be ully eploited vi-. DEEF documents should pass through it and document revie's should be done as per the

matri defned

 9S o document status be generated at the end o period

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 roper 8S ensures right inormation to all staeholders at all times

 Avoid using obsolete dra'ings and designs or eecution

 Serves a very good engine or uture use o project data

 /ample o a simple document management system

8ocument control log

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S-Curve in Monthly Progress Report

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S6 Curve is the graphic display o cumulative progress plotted against time.

9deal S 6 Curve is a sinusoidal curve based on the ollo'ing ormulae$

1 2 34 5 sin6x7x_n849 ; < = 8>?

G H ercent progress

 H eriod at 'hich s6curve value reuired _n H Total period

The name is derived rom the ISI lie nature o the

curve.

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Time P r o g r e s s C)%)lativ( +#-+(ss C)+v( Pl#tt(d i' a di(+('t s$al(

)t is an ideal distriution cur@eB /epending upon the @arious

guiding actors it ma# @ar#B

Progress distribution curve

Sta+ti'- P(+i#d _{Fi'ishi'- P(+i#d} P(a: P(+i#d

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