PLANNING THE PROJECT

BY: FAZLENA HAMZAH

GENERAL VIEW..

Examine

the nature of good planning

Describe Proven methods for generating
plans that are adequate to the task from
the start to its successful conclusion

Deciding what things should be a part of a
project plan

BEFORE PLANNING..FIND THE

ANSWER!!

Why

we are planning

What information the plan should contain

Primary function of project plan

PM as map of the route from initial
project start to finish
Plan should contain
sufficient information

PM.

Update current status & future expectation

e.g:

What remain to be done

With what resources
By whom
When the task will be completed
What deliverables the output
Need to be monitor & known at any level of detail
from the most general level to minutiae of the
smallest subtask
Have to update/know either changes in project
plant ok/not & any problem are arise for the
future
PM can be appointed after project has started!!!

TYPE OF PROJECT

PMBOK Project Plan

Comprehensive & refers to the project Charter & all the elements
concerning the planning, execution & control of project.

ELEMENT IN PROJECT PLAN

Work Breakdown Structure(WBS)

RACI Matrix (linear responsibility chart)

Other planning elements which serve special
purpose (9 categories)

Overview
Objectives

Schedules
Resources requirement
Personnel

General approach
Risk management
Contractual aspects

Evaluation method

Overview

brief description of project

Deliverables (project scope)

milestones

expected profitability and competitive effects

intended for senior management

Objectives

detailed description of projects
deliverables

project mission statement

General approach
technical and managerial approaches
relationship to other projects
deviations from standard practices
 Contractual aspects
agreements with clients and third parties
reporting requirements
technical specifications
project review dates
compliance with legal/environmental
constraints

Schedules
outline of all schedules and milestones

 Resource requirements
estimated project expenses
overhead and fixed charges
 Personnel
special skill requirements
necessary training
special legal arrangements (such as nondisclosure agreements)

Risk management
listing of potential disasters
late subcontractor deliveries, bad weather,
unreasonable deadlines, equipment failure,
changes in project scope, etc.

Evaluation methods
evaluation procedures and standards
procedures for monitoring, collecting, and
storing data on project performance

THE PROJECT CHARTER

A

Project Charter consists of most, if not all, of

the nine items described in the project plan
plus the sign-off on the plan by all major
stakeholders
 The signers include a representative of the
project sponsor, the client user, the project
manager, the program manager (if the project
is part of an overall program) and other
concerned stakeholders
 When all stake holders have signed off on the
plan, it becomes an operational Project
Charter

PROJECT MANAGERS INITIAL

TASKS
Review the project objectives project
scope plus expected desirable outcomes
 Understand
the expectations that the
organization, the client, and other
stakeholders have for the project.
 Identify who among senior managers has
a major interest in the project.
 Determine if anything about the project is
atypical.


THE LAUNCH MEETING INVITATION LIST

At least one representative from
senior management
 Managers from functional areas that
will contribute to the project
 [Perhaps] highly specialized technical
experts


PROJECT LAUNCH MEETING

Senior management introduces project manager
 Project manager chairs meeting
develop general understanding of the functional
inputs the project will need
may brainstorm the problem
may review a tentative budget and develop
preliminary plan
 Important results
scope understood and temporarily fixed
functional managers understand their
responsibilities and have committed to developing
the initial plan


1. WORK BREAKDOWN
STRUCTURE(WBS)

Ensure that any task required to

produce
a
deliverable
is
not
overlooked and thereby not accounted
for and planned.

Develop specific about how such plans may be generated

Every task should be listed together with any required
material or human resources

Require systematic procedure

Hierarchical
planning process

Hierarchical planning process

begin with projects objectives

list major activities needed to achieve objectives
(level 1 activities)- (5-15 activity)
delegate level 1 activities to individuals or
functional areas to develop list of level 2
activities
degree of detail should be same within a given
level

 The outcome of this hierarchical

planning is the development of a Work
Breakdown Structure (WBS) for the
project

RULE IN HIERARCHICAL PLANNING

At given level, the generality or degree of detail

should be roughly at same level..

-Should not use highly detailed tasks for level 1

- should not added general task at level 3 or more

Find all Level 2 subtasks for each level Level 1 task

before moving attention to level 3 subtasks.

Unity

Level
1

PM

Lowest
level

Functional
manager &
specialists

SIMPLE APPROACH FOR CREATING THE

WBS
Gather project team
 Provide each member with a pad of Sticky-Notes
 Team members write down all the tasks they can think
of to complete the project
 Sticky-Notes are then placed and arranged on wall


Done after defining objectives and

Level 1 tasks

WBS
tree/Gozinto
chart

A PARTIAL WBS (GOZINTO CHART) FOR AN ANNUAL

TRIBUTE DINNER PROJECT

Example of coding

7.5.4

Level 3, task 4 needed for level 2 task 5

part of level 1, task 7

2.RESPONSIBLE-ACCOUNTABLECONSULT-INFORMED MATRIX
(RACI)



In form of table with project tasks derived from WBS listed

in row and department or individuals in the column
Value of RACI matrix help organize the project team by
clarifying the responsibility of the project team members
Letters/symbol or number indicate the nature of
responsibility link betwn a person and a task
e.g
there must at least 1 A in every row mean that someone
must be accountable for completion of each task

Can added extra column to capture: due date tasks, actual

date completed, tasks status, performance matrix, etc

MIND MAPPING
Mind mapping is a visual approach that closely mirrors
the way the human brain records and stores information
 In addition to its visual nature, this methodology has
the advantage of tapping in to the creative potential of
multiple team members
 Mind mapping is an entertaining approach that helps
generate enthusiasm and involvement


DEVELOPING A MIND MAP

THANK YOU