PROJECT PLANNING AND BUDGETING

Name of the student

Name of the university

Author notes
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Executive Summary

This project is depending on the staff orientation project that might be a draw attendee is a huge

project. The author suggested a suitable project development plan and work breakdown structure

for developing a successful project. As per the critical path method network diagram helps to

shows the relationship between the activities in this project.

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Table of Contents

1.0 Introduction................................................................................................................................3

1. Scope Management Planning & Scope Statement.......................................................................3

2. Time Management Planning & Project Schedule........................................................................8

3.0 Schedule Management Plan.....................................................................................................17

WBS structure............................................................................................................................19

WBS dictionary..........................................................................................................................19

Requirement and Scope integration...........................................................................................20

5.0 Conclusion...............................................................................................................................20

6.0 conclusion................................................................................................................................21
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1.0 Introduction

In this study, the project depends on the planning and implementation of a national

symposium for a society, which will be delivered as a major project (Kheder, 2014, p.64). It

provides a huge advantage to the nation.

The study is aimed at planning and implementing a national project management

Symposium.

The study was formed with project goals and objectives, it also helped to deliver project

scope statements. This study also defines the WBS structure which might be implemented in the

project management.

1. Scope Management Planning & Scope Statement

1.1 Describe the entire scope of the work including project background, a list of specific
project goals, deliverables, exclusions, constraints, assumptions, and milestones.
1.1.1Project goals
● To implement a compile orientation for the area of improvement in the staff orientation

project

● Evaluate prepared proposals for developing a suitable staff orientation event in Sydnee.

● It is aimed to develop feedback from the first six operations sessions

1.1.2 Project deliverables

 The project was delivered an orientation task for developing the staff orientation

program.

 This was delivered compile orientation evaluation for the improvement area.

 It was evaluated the prepared proposal with recommended changes, present to the

execution team, and review the final orientation enhancements

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 The project was delivered a revised orientation program

 It was developed a continuous process of improvement as per the feedback result

1.1.2 Project scope

The case study is based on the implementing and planning staff orientation project. The

author assumes that this project can plan a successful program with the help of a society people

(Thayer School of Engineering at Dartmouth, 2014, p.12). This program might help to develop

an entire society. The first expanded event is held in Sydney in December 2022. This is also the

host city for this project.

1.1.3 Project Assumptions

This staff orientation program is being initiated for developing and faceplate the

orientation session. This project team is mainly required to attend the staff orientation program

that mainly helps to prepare for the national Symposium. Sydney is the selected city for the first

event of this project. On the other hand, Australian officer has one of the most primary

responsibilities with members.

1.1.4 Project constraints

A staff orientation program is most expensive because in this project so many staffs are

present in this session (Project Management Institute, 2013). In this staff orientation program, a

revised orientation re-program has been developing, but one day is a too short time to complete

this activity.

1.1.5 Project exclusions

Based on this staff orientation program a change orientation plan is the exclusion of this project.

This project is not allowing people from different societies. This project was not planned to

develop their events in small cities, the first event was held in the host city Sydney.

1.1.6 Project milestone

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The staff orientation project has eleven milestones to complete a successful project

(Project Libre, 2017, p.10). An orientation task force launched after complete this orientation

evaluation for the area of improvement, evaluate the proposal which was prepared then complete

orientation presentation, review the outcomes and evaluate the tools, then implement a changed

orientation program. After evaluating the first two orientation sessions present findings to the

executive team, and after evaluating feedback from the first six orientation process, develop a

continuous improvement process for the feedback.

1.2 Design activities to be implemented for Task 1, 2, 5, 6, 8, 9, 10, and 11 (between 2-4

activities per task). See Tasks 3.1-3.3 and 4.1-4.3 in Table 1 as examples.

Task Duration predecess Resources

or
Staff orientation project 198 days
1.Orientation task force launched 14 days

1.1 Manage staff and managers. 10 days Education

managers
1.2 Organize a meeting with staff and managers 4 days 1.1 Staff

representative
2. Compile orientation evaluation for area of 28 days

improvement
2.1 Identifying the area 20 days HR staff (1)
2.2 evaluate the area for improvement 8 days 2.1 HR staff (2)
3.Evaluate the Prepared Proposal 35 days
3.1 Draft recommended changes 20 days 1,2 Orientation
Task Force
3.2 Recommendation presented to the executive 5 days 3.1 Education
team Manager,
Project
Manager
3.3 Review and finalize orientation enhancements 10 days 3.2 Orientation
Task Force
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4. Orientation Presentations Enhancement 28 days

4.1 Work with speakers to review presentations 10 days 3.3 Speakers (5),
Education
Staff (3)
4.2 Facilitate preparation of PowerPoint 5 days 4.1,4.3 IS Trainer (2),
presentations Education
Staff (3),
Speakers (5)
4.3 Facilitate acquisition of videos on subjects 3 days 4.1,4.2 Education
Staff (3),
Speakers (5)
5. Review evaluation tool to measure the outcome 14 days 3
5.1 analyze the tool 5 days Project

manager
5.2 Measure the outcome 9 days 5.1 Education

manager
6.0 Facilitate physical changes necessary to 28 days 4

orientation room
6.1 Analyze physical changes 10 days Facilities staff
6.2 implement the changes 18 days 6.1 AV staff
7. Revised implement orientation program 1 day 5,6 Project

manager
8. Feedback from the first two orientation sessions 60 days 7
8.1 feedback from session 1 30 days Education staff

(1)
8.2 Feedback from session 2. 30 days 8.1 Education staff

(2)
9. present findings to execute team 14 days 8
9.1 Provide team financing method 7 days Project

manager (1)
9.2 Implement with execution team 7 days 9.1 Project

manager

(2)
10. evaluation feedback from first six months 180 days 7

orientation session
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10.1 Feedback from first- and second-month 60 days (Education

orientation session managers (1)

10.2 Feedback from third- and fourth-month 70 days 10.1 Education

orientation session managers (2)

10.3 feedback from fifth- and sixth-month 40 days 10.2 Education

orientation session managers (3)

11.develop continuous process improvement 28 days 7

process for feedback result

11.1 develop a continuous process 10 days Education staff

(1)
11.2 improvement in this process 2 days 11.1 Education staff

(2)
11.3 define a feedback result 6 days 11.2 Education staff

(1)

1.3 Create a Work Breakdown Structure (WBS) for the Activity list generated in 1.2.

Fig 1: Work breakdown structure

(Source: Created by the researcher)

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2. Time Management Planning & Project Schedule

2.1 Assign activity dependencies to the new activities in 1.2 (show at least 2 types of activity

dependencies) without changing the total duration of the task. Additional milestones should

be incorporated where appropriate. The newly assigned activities, activity dependencies,

and milestones must be presented in your project schedules (both Scenario 1 and 2).

In the staff orientation project, in this part, it was defined at least 2 activity dependencies

without changing the total duration of the task.

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In the above study, it was shown that evaluate the prepared task the project duration time

is the same, but the subs task timings are changes. On the other hand, the review evaluates tool

project duration time is the same, but the subtask timings are changed.

2.2 Construct and present an original schedule (Scenario 1) for the project using project

activities given in Table 1 and further evolved in 1.2. And 2.1

Original schedule (Scenario 1)

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Fig 3: Gantt chart (Scenario 1)

(Source: Created by the researcher)

Changed schedule (Scenario 2)

Fig 4: Gantt chart (Scenario 2)

(Source: Created by the researcher)

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2.3 Conduct a critical path analysis and carefully apply the 3-point estimate technique on

identified critical activities to develop an estimated project schedule. It is assumed that all

activities will be 25% shorter than the presented schedule if we fast-track the orientation

through crashing. On the other hand, without appropriate risk management planning, the

duration of critical activities extends by 75%. Present a changed schedule (Scenario 2)

incorporating a 3-point analysis on critical activities with these new timings.

Based upon the changed activity (Scenario 2) critical path analysis is very much

important for identifying the shortest path to finish the project. As suggested by the author 3-

point technique is helps to involve people in the professional in tasks that are mainly estimating

with the help of this technique. In these three points of the estimation process, three figures are

produced initially for every kind of distribution which is required and based on the experienced

and development in this critical path analysis. Based on the changed activity schedule network

diagram and the shortest path was defined below with the 3-point technique.
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Fig 2: Network diagram

(Source: Created by the researcher)

Based upon the study it assumed that activity is 25% shorter than the presented schedule and also

75 % extended without appropriate risk management planning. By applying the 3 point

estimation technique it was defined below.

Triangular distribution formula: E= (o+m+p)/3

E= estimate

O= Optimistic time

P= Pessimistic estimate

M = Most likely estimate

Task 1. Orientation Task forced lunched (A)

Most likely time = 14 days

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Optimistic time = (14*0.75)

10.5 days

Pessimistic time (14*1.75)

24.5 days

E= (10.5+14+24.5)/3

16.3 Days

Task 2 Compile orientation evaluations for areas of improvement (B)

Most likely time = 28 days

Optimistic time = (28*0.75)

21 days

Pessimistic time (28*1.75)

49 days

E= (21+28+49)/3

32.66 Days

Task 3 Evaluate the Prepared Proposal (C)

Most likely time = 35 days

Optimistic time = (35*0.75)

26.25 days

Pessimistic time (35*1.75)

61.25 days

E= (26.25+35+61.25)/3

40.83 Days

Task 4 Orientation Presentations Enhancement (D)

Most likely time = 70 days
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Optimistic time = (70*0.75)

52.5 days

Pessimistic time (70*1.75)

122.5 days

E= (52.5+70+122.5)/3

81.6 Days

Task 5 Review evaluation tool to measure outcomes (E)

Most likely time = 14 days

Optimistic time = (14*0.75)

10.5 days

Pessimistic time (14*1.75)

24.5 days

E= (10.5+14+24.5)/3

16.3 Days

Task 6 Facilitate physical changes necessary to the orientation room (F)

Most likely time = 28 days

Optimistic time = (28*0.75)

21 days

Pessimistic time (28*1.75)

49 days

E= (21+28+49)/3

32.66 Days
Task 7 Implement revised orientation program (G)
Most likely time = 1 days

Optimistic time = (1*0.75)

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0.75days

Pessimistic time (1*1.75)

1.75 days

E= (0.75+1+1.75)/3

1.6 Days

Task 8 Evaluate feedback from the first two orientation sessions (H)
Most likely time = 60 days

Optimistic time = (60*0.75)

45 Days

Pessimistic time (60*1.75)

105 days

E= (45+60+105)/3

70 Days

Task 9 Present findings to the executive team (I)

Most likely time = 7 days

Optimistic time = (7*0.75)

5.25 days

Pessimistic time (7*1.75)

12.25 days

E= (5.25+7+12.25)/3

8.16 Days

Task 10 Evaluate feedback from the first six orientation sessions (J)
Most likely time = 180 days

Optimistic time = (180*0.75)

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135 days

Pessimistic time (180*1.75)

315 days

E= (135+180+315)/3

210 Days

Task 11 Develop continuous process improvement process for feedback results (K)
Most likely time = 28 days

Optimistic time = (28*0.75)

21 days

Pessimistic time (28*1.75)

49 days

E= (21+28+49)/3

32.66 Days
2.4 Perform a final, technical schedule analysis using the results obtained from project

scheduling conducted in the previous stages. A comparative analysis of the two developed

scenarios (i.e. comparison of Scenario 1 and Scenario 2) must be demonstrated.

Based on the project schedule in the previous stage, the national symposium needs some

technical requirements to conduct an event. It is mainly required a program committee and

develop a local arrangement to complete this project. As per scenario 1, the project was mainly

dependent on this staff orientation project, 1250 attendees will draw which consists of is a major

project (Wysocki, 2014, p.10). On the other hand, in the second scenario, the estimated time is

the same, but activity dependency was changed this will be mentioned as a huge development for

this study.

Scenario 1
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In the first scenario staff orientation project activity is divided into 11 tasks and six sub-

tasks. Each of the activity is depended on the educational staff or managers.

Scenario 2

In the changed activity, the staff orientation program is dependent on tasks

1,2,5,6,7,8,9,11, and their subtask. In the previous study, it will also change the activity

dependencies, but the total time of the project is constant.

3.0 Schedule Management Plan

Schedule methodology

In this project, the methodology is to develop a staff orientation project. On the other hand, it is

a non-profit event where the registration fees are $1500 as per 3 days symposium with free

access to all workshops.

Schedule Tools

This project uses a Gantt chart, a Critical path method with a network diagram, and a Work

break structure for scheduling the entire project and using 3 point estimation technique.
Level of Accuracy Unit of Measure Variance Thresholds

The accuracy level of this Days It helps to determine whether

project is high. a process or activity is active

on time.
Schedule Reporting and format

The reporting format is spending upon the working activity and preventing the action with the

quality checked.

Process Management
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Activity identification It is described to measure how it will be identified like

decomposition, interviews, and much more.

Activity sequencing Describe the guideline for sequencing activity for developing a

network diagram.

Estimating effort and The project duration is 198 Days.

duration

Estimating resources Planning, scheduling, local arrangements

Updating, monitoring, and Document the process for updating including update frequency

controlling and enabling the version control.

4.0 Scope management plan

Scope statement development

The project is based on the staff orientation program. A strong project
statement should define the boundaries of the project. This event is not
for profit and top-ranked Australian officers take the primary
responsibilities of this project

WBS structure
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WBS dictionary

In a major project, the WBS dictionary is a supporting material that

helps to support the work breakdown structure. . It cannot be changed
through the change control procedure and is mainly used for the basic

Scope baseline maintenance

The scope baseline maintenance is based on the decision taken by the

project
Scope manager in this staff orientation project.
change

The scope might be changed and each of activity was divided into two
to four activity for successfully implement the staff orientation
program.

Deliverable Acceptance

The project was delivered a staff orientation program and also planned
for a successful implementation.

Requirement and Scope integration

A project requirement is indicating the ingredient of the project. It is

important for any kind of successful project implementation.
Additionally, scope integration mainly refers to the business needs of
the project
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5.0 Conclusion

With the help of analyzing the above study, it has been concluded that in the current

century most of the organizations drew up with a major project. $1500 registration fees were

charged for 3 days attendee. Additionally, the task is mainly involved with some hosting like

considerable events, and it is also being involved to arrange into the workshop.
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6.0 conclusion

Kheder, M. (2014). Project Scope Management (Streaming video). Retrieved from

https://www.youtube.com/watch?v=7wvk9DZEgtw

Project Management Institute. (2013). A guide to the project management body of knowledge
(PMBOK Guide®) (5th ed.). Newtown Square, Pennsylvania: Project Management
Institute.
Project Management Institute. (2017). A guide to the project management body of knowledge

(PMBOK Guide®) (6th ed.). Newtown Square, Pennsylvania: Project Management

Institute. Retrieved from: https://eprints.usq.edu.au/34893/2/ATEM%20Policy%20Forum

%20Sep%202018%20final.pdf

ProjectLibre. (2017). ProjectLibre: Open source replacement of Microsoft Project [Software

download].Retrieved from http://www.projectlibre.org/

Snyder, C. S. (2013). A project manager’s book of forms: A companion to the PMBOK guide

(2nd ed.).Indianapolis, IN: Wiley Publishing. Retrieved from:

https://search.proquest.com/openview/d2ecb30f7e9805ae0ec3ed7b3ea22d15/1?pq-

origsite=gscholar&cbl=51922&diss=y

Thayer School of Engineering at Dartmouth (2014). Project Scheduling (Streaming video).

Retrieved from https://www.youtube.com/watch?v=Rq19ga0U_jQ

Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.).

Indianapolis, IN: Wiley. Retrieved from: https://www.amrita.edu/sites/default/files/will-

agile-project-management-become-the-future-of-non-it-sectors.pdf