MBA Program

Project Management
Cairo – August 2021

Lectures Prepared by
Dr. Amr A. Elsharkawy
1
Safety Moment

Setting inactive

2
Setting inactive
• Deep vein thrombosis, or DVT, is a
blood clot that forms in a vein deep
in the body. Most deep vein clots
occur in the lower leg .A deep vein
thrombosis can cause a serious
problem in the lung.

• Sitting still for a long time can make

you more likely to get a DVT.
US National Library of Medicine 3
Project Planning
Lecture 3 ,
Planning WBS , OBS

4
General Planning

5
Project Planning and Scheduling

1 2 3 4
Execute,
Define Develop Integrate
Monitor
Scope WBS /OBS PMCS
& Change

Initiating & Planning

Executing & Monitoring

The Continuous Loop

6
Project Planning – Project Life Cycle

7
Project Planning

Step 1: Establish Project Initiation

Step 2: Define the Project Scope

Step 3 : Plan the work scope for execution (

WBS) , Plan and assign Resources within the

Org. ( OBS )
8
Planning Principles

Planning is the process of identifying activities (

WBS ) necessary to complete the project. It is a
continuous process and requires in-depth
knowledge of the project-scope, the execution
strategy as well as the project environment.

Effective Project Planning requires constant

interaction with the team who executes the
project. ( Why ?)

9
Scheduling Principles

Planning is a prerequisite to scheduling because

there is no way to determine the sequence of
activities until they are defined, however Planning
and Scheduling become synonymous because
they are performed interactively.

Scheduling is the process of determining the

sequential order of activities, assigning planned
duration and determining the start and finish dates
of each activity
10
What is WBS
A Work Breakdown Structure (WBS) is a
decomposition of all the work necessary to
complete a project. WBS is arranged in a
constructed hierarchy to allow for clear and
logical groupings, either by activities or
deliverables. The WBS should represent the
work identified in the approved SOW 

Schedule 12
Components of Project Planning
 Work Breakdown Structure (WBS)
– The “What”
– Scope broken down into manageable
components

 Organizational Breakdown Structure (OBS /

MPP)
– The “Who” ……. Manpower
– Resource utilization / Allocation

 Planning and Budgeting

– time / $ 13
Schedule

Schedule is a time phased plan for completion of a

project , based on a logical arrangement of activities,
resource availability and contractual requirements;
inclusive of Client /project objectives and constraints.”

15
Schedule – Gantt chart

 Sample SCHEDULE LEVEL 3

16
Scheduling Techniques ( next lect.)

17
How to structure WBS
The following describes key characteristics of the
sample WBS:

 Hierarchical Levels – contains # of work levels

( your design )

 Numbering Sequence – uses outline

numbering as a unique identifier for all levels
- Level one is 1.0, which illustrates the project
level.

18
How to structure WBS

Level 2 : (1.1, 1.2, 1.3, etc.),

Last level is the level at which reporting is done ,

the work package level.

The work package is the lowest level of the WBS

where both the cost and schedule can be reliably
estimated.

19
How to structure WBS

20
How to structure WBS , ex.1
WBS Example - Banquet

Provide
Level 1 1.0
Banquet

Level 2
1.1 1.2 1.3 1.4 1.5 1.6

Plan and Room and

Dinner Guests Staff Speakers
Supervise Equipment

1.3.1
1.1.1 Create 1.2.1 Make 1.4.1 Make 1.5.1 Hire
Identify Site/ 1.6.1 Invite
Plan Menu Guest List Shoppers
Room
1.2.2
1.4.2
1.1.2 Make Create 1.3.2 Set up 1.5.2 Hire 1.6.2
Receive
Budget Shopping Tables/Chairs Cooks Transport
RSVPs
List
1.1.3 Prepare 1.6.3
1.3.3 Lay out 1.4.3 Create 1.5.3 Hire
Disbursements/ 1.2.3 Shop Coordinate
Settings/Utensils Name Tags Servers
Reconciliation Topics

1.1.4
1.4.4 Review 1.5.4 Hire 1.6.4 Backup
Coordinate 1.2.4 Cook 1.3.4 Decorate
Special Needs Hosts for No-shows
Activities

Level 3 1.3.5 Prepare

1.2.5 Serve 1.5.5 Hire 1.6.5 Send
Equipment, Pots, 21
Dinner Cleanup Thank Yous
Etc.
How to structure WBS , ex.2

22
How to structure WBS , ex.3

23
WBS Approaches
 Planning projects Top-down

 Planning projects Bottom-up

Top-down or Bottom-up ?
- Project structure .
- Team culture
- Time sensitivity of project
- Organization structure

Reading !
25
WBS Approaches , Cont.

 How Many levels ?

- PMBOK : 7 predetermined
- Literature : “8 / 80 ” rule , large scale projects .

Advise ?
Reliable enough to estimate schedule , cost
, resources and effectively monitor and
control work packages.

26
Organization Breakdown Structure
(OBS /MPP)
A decomposition of different functions across

an organization in order to process the work

necessary to complete a project , and to run any
business . OBS is constructed to allow for clear
and smooth work process with a monitored
overlapped  (RAM )
- Tall organizations (Many levels in the hierarchy )

- Flat organizations (Few levels in the hierarchy ) 27

Functional Organization

Chief Executive

Functional Functional Functional

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff
Staff Staff Staff
The Hatched Boxes Represent Staff Engaged In Project Activities 29
Functional Organization , cont.

 Adv.
Provide Stability And Technical Expertise
Develops Strong-Specialists In All Function
Areas

 Dis-adv.
No Single Point Of Interface With Clients
No Central Project Authority

30
Projectized (Task Force) Organization

Chief Executive

Project Project Project

Manager Manager Manager

Staff Staff Staff

Staff Staff Staff
Staff Staff Staff

31
Projectized (Task Force) Organization
Adv.
- PM has full authority over all personnel, facilities
and functions to execute the project.
- There is a better reactor and lead time in
comparison to other organizations ( KPIs)
- There is a quick communication and decision
making

Dis-Adv.
- Most Costly With Redundancy Of Resources
- Under Utilization ( sometimes )
- Less Expertise Available Within The Group
- Lack Of Career Development And Job Continuity32
MATRIX ORGANIZATION

STRONG WEAK

BALANCED

33
OBS / MPP

OBS / Manpower planning

 Outsourcing / Subcontracting

 Resources leveling

 MOPEX – Methodology

34
Why Project Planning
 The PM together with the project team effectively
develop , manage the scope of the project with the
Project Schedule.

 Understanding the components of the SOW ,and

who should be involved and when ( resource
allocation with best utilization) .

 Control the (Contractual) Baseline SOW and

incorporate new scope changes.
36
Why Project Planning
 Minimize risk

 Maintain Projects’ KPI .

 WIPP ( Work Integrated Planning Process )

37