GROUP 7

RIVERS STATE UNIVERSITY

P.O. BOX 5080, NKPOLU-OROWORUKWO, PORT HARCOURT.

GROUP 7 PRESENTATION ON:

PROJECT PLANNING AND CONTROL

DEPARTMENT OF:

MARINE ENGINEERING

COURSE:

ENGINEERING MANAGEMENT (MEC 571)

COURSE LECTURER

ENGR. CHINDA KINGSLEY

DATE

JANUARY 2020
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 MEMBERS OF GROUP 7

1. AGOMANAM CHUKWUDI DE.2015/0817

2. UGWU EBUBE ERIC DE.2015/0797

3. OYAKA WILSON JAMES DE.2015/0775

4. VALENTINE OJONG TAKIM DE.2015/0789

5. OSIM KINGSLEY ADOGHA DE.2016/1074

6. IWARA BEN PAULINUS DE.2015/0902

7. OHUOBA CHIAGOZIE GOODLUCK DE.2015/0806

8. IBINABO WILCOX DE.2015/0827

9. NGAONEME BLESSING MADUABUCHI DE.2015/0814

10.OBAJI-OGAR JOSHUA KELVIN DE.2014/0783

11.UBA OBED UZUBECHUKWU DE.2015/0787

12.ISAAC MISHAEL DE.2015/0810

13.OSAI EMMANUEL LOWELL DE.2015/0785

14.ATABEH HENRY DE.2015/0808

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 A
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INTRODUCTION………………………………………………………………………… 3
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DEFINING SCOPE AND RESPONSIBILITIES OF A PROJECT PLAN…………………………. 5
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SCHEDULING AND TIME/RESOURCE ANALYSIS………………………………………………… 7
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COST ESTIMATING AND BUDGETING………………………………………………………………. 8
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RISK ANALYSIS AND MANAGEMENTS……………………………………………………………… 8
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REFERENCE……………………………………………………………………………………………………...
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 PROJECT PLANNING AND CONTROL
INTRODUCTION
What is project plan?

 A project plan is a model of the process that the project team intends to follow to realize the project
objectives.it brings together a number of important aspects of this process including its scope,
timing, cost, and associated risks.
 The project plan can be reviewed as a type of “contracts “between the projects team members and
other stakeholders .It defines the process by which the objectives will be achieved, and the
responsibilities in carrying out the process.
 Projects plans also underpin a number of other keys project management functions including
estimating and forecasting, options analysis and decisions making, and performance monitoring and
control.

Who is responsible for planning?

 Everyone in the project team should be involved in developing the plan. It should be a collaborative
effort.
 The project manager should provide leadership in the area but may delegate some of the
administrative aspects and detailed analysis to a project supports role.

What are the benefits of planning?

 It is most likely to lead to success and is more cost-effective than a “just do it “approach.
 It develops greater mutual understanding and more commitment to achieving the objectives within
the project team.
 It also provides and early warning system so that problems are identified while there is still time to
do something about them.

Key elements of a Plan

 Products-What must be the product deliver? What are the quality requirements associated with the
products?
 Activities-what activities are needed to deliver the products?
 Resources-what resources are needed to carry out the activities?
 Schedule-In what sequence should we carry out the activities? How long the activities will takes to
complete? Are the required resources available? How long will the project take overall?

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THE PLANNING PROCESS

There are four key stages in developing a project plan:

STAGE 1

 Identify, structure and define the products needed to achieve the project objectives.
 Break down the work needed to deliver the products into discrete work packages.
 Define the responsibilities of the individuals or teams who will deliver the work packages.

STAGE 2

 Identify the activities and resources needed to deliver the work packages.
 Construct a schedule that takes accounts of the logical dependencies between activities and the
availability of resources.

STAGE 3

 Estimate the quantity of resources and financial cost associated with each work package and use
the information in conjunction with the schedule to develop time based budgets.

STAGE 4

 RISK ANALYSIS AND MANAGEMENT

Each stages has its objectives, fundamental principles and process description which will be discussed in
details

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 STAGE 1.

DEFINING SCOPE AND RESPONSIBILITIES OF A PROJECT PLAN

In this stage we will be discussing on the various objectives, fundamental principles, and the process
description that are under Scope and responsibilities of a Project plan

OBJECTIVES

 To ensure that all the work and products needed to achieve the project objective are included in the
plan.
 To develop a hierarchical framework for integrating the key planning and control functions (scope,
quality, cost, time, risk) at different levels of management.
 To specify the organization and responsibilities for managing the work and delivering the products.

FUNDAMENTAL PRINCIPLES

 Breaking down the project work into cohesive work packages.

 Defining the required results (i.e. outcome/products) before considering how to achieve them.
 Encourage collaborative planning and commitment to achieving results by negotiating and agreeing
responsibilities at an early stage.

PROCESS DESCRIPTION

 Identify and structure the products needed to achieve the project objectives using a Project
Breakdown Structure(PBS)
Project Breakdown structure (PBS)-is a deliverable –oriented hierarchical decomposition of the
project to be executed by project team to accomplish the project objectives and create the required
deliverables. A PBS is the cornerstone of effective project planning, execution, controlling,
monitoring and reporting.
Defining and specify the project purposes, quality requirement and acceptance criteria using
Products Description (PD).
Products Description (PD)-Is the marketing copy that explains what a product is and why it’s worth
purchasing.

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Example

PBS

 Breaking down the work needed to deliver the products into discrete work packages using a
WBS.Defining the work packages and specify their products, quality requirements, acceptance
criteria ,assumptons,risks and opportunities using Work Packages Description (WPD)
Work packages description (WPD): This is a group of related tasks within a projects themselves, they
are often thought of as sub-projects within a larger project. Work Packages are the smallest unit of
work that a project can be broken down to when creating a Work Breakdown Structure (WBS).
 Specify the organization that will carry out and manage the work contained in the WBS, using an
Organization breakdown structure(OBS)
Organization Breakdown Structure(OBS) is a hierarchical model describing the established
organization framework for project planning, resources management, time and expense tracking ,
cost allocation, revenue/project reporting and work management. Define the responsibilities of
individuals or teams in the OBS (with respect to elements of the WBS) using Responsibilities
Assignment Matrix (RAM).
Responsibilities Assignment Matrix (RAM) also known as RACI matrix or linear responsibility Chart
(LRC), describes the participation by various roles in completing tasks or deliverables for a project or
business process.

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 STAGE 2.

SCHEDULING AND TIME/RESOURCE ANALYSIS

OBJECTIVES

 To identify the activities needed to deliver each work package and sequence them according to their
logical dependencies.
 To estimate the time and resources needed to carry out the activities in the specified sequence.
 To construct a schedule that takes account of logical dependencies and resources availability.

FUNDAMENTAL PRINCIPLES

 The time and resources needed to complete each activity usually depend on the sequence in which
the activities are carried out.
 Since the time and resources needed to complete an activity are usually interdependent, it makes
sense to estimate both of these at the same time.
 Scheduling must take account of resources availability.

PROCESS DESCRIPTION

 Identify the activities needed to deliver each work package .Also identify any key events (milestones)
associated with the delivery of products, important decisions or external dependencies. Sequence
the activities and milestone according to their logical dependencies to create activity network.
 Estimate the time and resources needed to complete each activity and record the underlying
assumptions as a Basis of Estimate (BoE).
Basis of Estimate (BoE)-is a tool used in the field of project management by which members of the
project team, usually estimators, project managers, or cost analyst, calculate the total cost of the
project.
 Develop an initial schedule that takes account of the logical dependencies between activities.
Calculate the Total Float for each activity and identify the critical paths,If the initial schedule did not
meet the required timescales then investigate alternatives schedules or consider making tradeoffs.

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 Also analyze the time-phased resource requirement and if necessary adjust the schedule to take
account of resources availability or to improve resource utilization.

STAGE 3.

COST ESTIMATING AND BUDGETING

Objectives

 To develop a hierarchical framework for planning and controlling resource consumption and
financial costs.
 To estimate the quantities and financial costs of the resources needed to deliver each work
packages.
 To develop time-phased budgets as a basis for performance monitoring and control.

Fundamental principles

 Since budgets are normally constrained, we need to monitor actual cost against planned cost on a
regular basis to ensure that timely corrective action can be taken if there is a significant variance.
 Making good progress against the schedule is often not enough to guarantee success.it is also
important to monitor the planned and actual resources consumption (or financial cost0 in relation to
the progress made.

STAGE 4.

RISK ANALYSIS AND MANAGEMENTS

Risk analysis and management is a key project management practice to ensure that the least number of
surprises occur while your project is underway. While we can never predicts the future with certainty, we
can simply streamlined the risk managements and process to predict uncertainties. This improves the chance
of successful project completion and reduces the consequences of those risks.

Before any company can perfect Risk analysis and management, there must be a structured risk
management framework, which without it will leads to:

 Incomplete impact evaluation leading to loss of :

 Knowledge of the overall impact on the projects objectives like scope, time, cost and quality.
 Identification of secondary or new risks arising from the already identified risks
 Lack of transparency and a communication gap within and outside the team.

An organization with a well structure framework as a project team ensures:

 Conscious and focused risk identification and management

 Project progress as desired with the least amount of deviations or surprise and in line with project
and organization objectives.
 Early and effective communication of project issues to organization and project stakeholders

RISK MANAGEMENT FRAMEWORK

1. Risk Management plan: these includes guidelines like ;

 List of possible risk sources and categories

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  Impact and probability matrix
 Risk reduction and action plan
 Contingency plan
 Risk threshold and matrices
2. Risk Identification: Risk identification is done throughout the project life cycle, with special emphasis
during the key milestones, this is the key topics in regular projects status and reporting meetings.
Some risks maybe readily apparent to the project team known risks; while others will take more
rigor to uncover, but are still predictable.
3. Risk Analysis: These involves examining how project outcomes and objectives might change due to
the impact of the risk of event. Once the risk are identified, they are analyzed to identify the
qualitative and quantitative impact of the risk on the project so that appropriate steps can be taken
to mitigate them.
4. Risk response planning: There may not be quick solutions to reduce or eliminate all the risks facing a
project. Some risks may need to be managed and reduced strategically over longer periods. Actions
needed for these are :
 Risk description with risk assessment.
 Description of the action to reduce the risk.

Risk management over the years has shown to be the most challenging aspect of managing projects, most
especially software projects. Risk management not only helps in avoiding crisis situations but also aids in
remembering and learning from past mistakes

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 REFERENCE
1. Siemens Quality Management system –process documents,PMI 2008,N.Lavanya and
T.Malarvizhi,Sydney,Australia.
2. Slideshare-project planning and control.

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