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Project Mgnt

Project Mgnt

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Published by: m_dattaias on Aug 05, 2010
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Slide 2.1
Projject ManagementChandana Unnithan
MSC756Project ManagementTopic 5
P  l     a nni    n   g
Slide 2.2
Projject ManagementChandana Unnithan
 
The Line Manager(s) ?The Project Manager ?Both Parties ?
*
 
Who plans the project?
*
 
Who executes the project?
*
 
Who is responsible for monitoring work andcontrolling work?
*
 
Who is responsible for providing feedbackregarding the planning and execution phases of a project?
 
Planning Questions Often Asked
Slide 2.3
Projject ManagementChandana Unnithan
Project Manager’s Responsibility
 
Project Manager will define:
 –
 
Goals and objectives
 –
 
Major milestones
 –
 
Requirements
 –
 
Ground rules and assumptions
 –
 
Time, cost, and performance constraints
 –
 
Operating procedures
 –
 
Administrative policy
 –
 
Reporting requirements
Slide 2.4
Projject ManagementChandana Unnithan
Line Manager’s Responsibility
 
Line manager will define:
 –
 
Detailed task descriptions to implementobjectives, requirements, and milestones
 –
 
Detailed schedules and manpower allocations to support budget and schedule
 –
 
Identification of areas of risk, uncertainty,and conflict
Slide 2.5
Projject ManagementChandana Unnithan
Senior Management’s Responsibility
 
Senior management (project sponsor) will:
 –
 
Act as the negotiator for disagreementsbetween project and line management
 –
 
Provide clarification of critical issues
 –
 
Provide communication link withcustomer’s senior management
Slide 2.6
Projject ManagementChandana Unnithan
Planning/Scheduling Tools
What to do?
 
Slide 2.7
Projject ManagementChandana Unnithan
Defining Requirements
 
The statement of work (SOW)
 
The project specifications
 
The milestone schedule
 
The work breakdown structure (WBS)
Slide 2.8
Projject ManagementChandana Unnithan
Points to Address When Developing an SOW
 
Purpose - objectives
 
Exclusions - what should
not 
be done
 
Quantities - how many
 
Schedule - when the work will be started/completed
 
Deliverables (i.e... work done)
 
Acceptance criteria - what method will be used toaccept deliverables
 
Responsibility - department, office or personresponsible
Slide 2.9
Projject ManagementChandana Unnithan
Preparation of internal SOWs
 
 
Project office and/or user groupsPreparation of external SOWs
 
Dependent on situation, & complexity
 
Project manager/ line managers and project sponsor 
 
Client who may have the capabilities
 
Client may decide to contract out to an independentbody
 
Client may contract your servicesPREPARATION OF A STATEMENT OF WORK REQUIRESTRAINING RATHER THAN LUCK.
Who Prepares the SOW?
Slide 2.10
Projject ManagementChandana Unnithan
Statement of Work Elements
 
General scope of the work
 
Objectives and related background
 
Contractor’s tasks
 
Contractor end-item performance requirements
 
Reference to related studies, documentation, andspecifications
 
Data items (documentation)
 
Support equipment for contract end-item
Slide 2.11
Projject ManagementChandana Unnithan
Statement of Work Elements
(continued)
 
Customer-furnished property, facilities,equipment, and services
 
Customer-furnished documentation
 
Schedule of performance
 
Exhibits, attachments, and appendices
Slide 2.12
Projject ManagementChandana Unnithan
Purpose of WBS
 
Detailed planning can be performed
 
Costs and budgets can be established
 
Objectives can be linked to available resources ina logical manner 
 
Specific authority and responsibility can beassigned
IT IS TO STRUCTURE AN ASSIGNED PROJECTINTO VARIOUS ACTIVITIES IN ORDER THAT:
 
Slide 2.13
Projject ManagementChandana Unnithan
Work Breakdown Structure (WBS)
 
The total program can be described as a summation of subdivided elements
 
Planning can be performed
 
Costs and budgets can be established
 
Time, cost, and performance can be tracked
 
Objectives can be linked to company resources in alogical manner 
 
Schedules and status-reporting procedures can beestablished
 
Network construction and control planning can beinitiated
 
The responsibility assignments for each element can beestablished
Slide 2.14
Projject ManagementChandana Unnithan
 
Have clearly defined start dates
 
Have clearly defined end dates
 
Must be able to be used as acommunicative tool in which you cancommunicate the expected results
 
Be estimated on a “total time duration” notwhen the individual activities start or end
 
Be structured so that a minimum of projectoffice control and documentation (i.e.forms) are necessary
 In setting up the WBS the activitiesmust:
Slide 2.15
Projject ManagementChandana Unnithan
Most common type: Six-Level Indentured Structure
LEVEL
 
DESCRIPTION
 
1
 
Total Program
 
2
 
Project(s)
 
3
 
Task(s)
 
4
 
Subtask(s)
 
5
 
Work Package(s)
 
6
 
Level of Effort
 
Work Breakdown Structure(WBS)
Slide 2.16
Projject ManagementChandana Unnithan
THE WBS BREAKS WORK DOWN INTO SMALLER ACTIVITIES THUS REDUCINGTHE RISK THAT ANY MAJOR OR MINOR ITEM WILL BE OMITTED
WBS: Six Level Structure
Usually specified by the client andmanaged the project manager Generated by contractor for in-housecontrol and managed by thefunctional manager(s)
Planning accuracy is dependent on the WBS levelselected. The lower the level the greater is the planningaccuracy but the higher the management cost
 
LEVELSRESPONSIBILITY
123456
Slide 2.17
Projject ManagementChandana Unnithan
Developing a WBS
 
PROTOTYPEDEVELOPMENT(1.1.0)ADVANCEDDEVELOPMENT(1.2.0)PRE-PRODUCTIONQUALIFICATION(1.3.0)FINALPRODUCTION(1.4.0)
UTILITY CAR (1.00.00)
Slide 2.18
Projject ManagementChandana Unnithan
1.00.001.1.0 1.2.0 1.3.0 1.4.01.2.1 1.2.31.2.21.2.2.1 1.2.2.2 1.2.2.3
 
1.2.2.1.1 1.2.2.1.2 1.2.2.1.3 1.2.2.1.4
WBS Example
WBS LEVELS
54321PROGRAMPROJECTTASKSUBTASKWORKPACKAGE

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