Course 3 Project Planning

🖥
Course 3: Project Planning

Date @March 30, 2022 → April 25, 2022
Course https://www.coursera.org/learn/project-planning-
Link google/lecture/ni9Fw/introduction-to-course-3
Glossary wbs, gantt chart, risk management plan, communication plan
Unfinished assigment
? discussion
Beginning the planning phase

Review initiation phase:
project manager gets assign
project goals, scope, and deliverables have to be approved
team members get assigned
sign off on your project charter
in a nutshell: you will explore how to map out a project in the project planning (2nd) phase.
examine the key components of a project plan, how to make accurate time estimates,
and how to set milestones.
learn how to build and manage a budget and how the procurement processes work.
discover tools that can help you identify and manage different types of risk and how to
use a risk management plan to communicate and resolve risks.
explore how to draft and manage a communication plan and how to organise project
documentation.
The planning phase components
Course 3: Project Planning 1

in planning, you and your team will determine the processes and workflows needed to meet
your goals and put together ideas about how to make the project success.
the benefits of planning
helps you map out the full project. helps you understand the work needed to achieve
your goals.
helps coordinate efforts and timelines with other teams, contractors, and vendors
it gives you time to identify and prepare for risks that could impact your project; delay
in timeline, the departure of a critical team member, or a change in project direction.
it gives you the chance to brainstorm ways to mitigate those risks!
demonstrates to stakeholders that the team is taking care to start the project with a
detailed plan.
building teamwork. planning together share a understanding among all parties

involved in the project.
the planning phase:
might be different from project to project, but generally it contains 3 things: schedule,
budget, and risk management plan.
schedule
timeline of a project; start date, end date, key dates (dates for things in between)
budget
account for the total cost to complete the project.
risk management plan
searching for possible problems and planning ahead to mitigate these risks. risk is
inevitable but how the risk impact your project is controllable.
project kick-off meeting
the first meeting among the project team to ground everyone in a shared vision, ensure
they understand the project goals and scope, make sure they all on the same page
about their roles and responsibility.
some tips for running an effective kick-off meeting.
set the right time; works for everyone

set the right length; no more than one hour! the meeting works best when you first
share key infos and then spend additional time on questions and team building
invite the right people; members in RACI chart + (inc. stakeholders & sponsors)
designate a notetaker and use tools such as chorus notetaker, google keep, google
docs or one-note to document!
set the agenda
introduction (10m), the project background and purpose (5m), project goals and
scope (5m), roles and responsibilities (5m), the collaboration process and project
tools (10m), what comes next (expectations and action items) (10m) and time for
question and discussion (15m).
share the agenda; via email and identify speakers for each topic. by doing this,
everyone should have an idea of what to expect, time to prepare and questions &
discussion.
stick to the agenda;
follow up after the meeting; make sure to send out a meeting summary featuring the
meeting notes and any action items.
? discussion
Think about a time when you helped to ensure that a team was aligned around a shared
goal, such as a work project, event, or fundraiser you worked on.
Did the team conduct a project kick-off? If so, was the kick-off more formal (e.g., an
in-person or virtual meeting) or informal (e.g., a group chat or email)?
Was there any disagreement about goals or how to achieve them? If so, what
strategies did you use (or observe) for getting everyone on the same page?
Knowing what you know now about project kick-offs, would you have done anything
differently? What?
📑 Task and milestones

what are them?
a project task is an activity that needs to be accomplished within a set period of time. it
is assigned to one or more individuals for completion.
a project milestones is an important point within the project schedule that usually
signifies the completion of a major deliverable. milestones are significant checkpoints in

your project, milestones serve as check-in points to make sure that you are headed in
the right direction toward the end goal
set task to identify milestones
you can do this in 2 ways: (remember to always work with your team.)
1. top-down scheduling. the milestones is fixed first, then works to break down the
effort into project tasks.
2. bottom-up scheduling. looks at all of the individual tasks and then rolls those into
manageable chunks that lead to a milestone.
note: there is not a consistent number of milestone is every project. focus no setting the
milestones for the most important events in your project.
review your project schedule and identify important moments or checkpoints; pinpoint
where in your project you will achieve major goals and make those points your
milestones.
additional infos
you set milestones by looking at your project as a whole and pulling out important
checkpoints that show progress.
setting clearly-defined, distinct tasks, and milestones, integrating them into your
project schedule, and using a tool that visualises them together will help organise
your project and drive it forward.
milestone-setting pitfalls
don’t set too many milestones; because their important will be downplayed and if
its too many then it could make your project look much bigger than it really is.
don’t mistake tasks for milestones; it should represent moments in time
don’t list your milestones and task separately
WBS (work breakdown structure)

it breaks the milestone into smaller tasks and sort them into a hierarchy so that it will be
easier to understand the essentials; estimating cost, developing a schedule, assigning
roles, etc.
example of WBS

steps to build WBS
3 main steps:
1. start with the high level, overarching project picture. brainstorm with your
team to list the major deliverables and milestones.
2. Identify the tasks that need to be performed in order to meet those

milestones. ex:
Milestone: Secure venue
task a: research venue
task b: tour and decorate space
task c: make down payment
3. examine those tasks and break them down further into sub-task.
task b: tour and decorate space
organise decorating committee
purchase decorations
assign decorating
further reading on WBS
How to Create a Work Breakdown Structure

In project management, WBS stands for work breakdown
structure. This foundational tool breaks a project or objective
down into smaller, more manageable pieces so you can plan,
https://www.lucidchart.com/blog/how-to-create-a-work-break
down-structure-and-why-you-should
tips
the 100% rule
mutually exclusive
outcomes, not action.
ex: if you were building a bike, a deliverable might be “the braking

system” while actions would include “calibrate the brake pads.”
the 8/80 rule;

a work package should take no less than eight hours of effort, but no
more than 80. Other rules suggest no more than ten days (which is the
same as 80 hours if you work full time) or no more than a standard
reporting period.
three levels
make assignments. If you have made your WBS well, there will be no work
overlap so responsibilities will be clear.
a more comprehensive example:

🗒 Review
Operation and Planning Plan (Actionable Guide)
The planning phase for Project Plant Pals.
initial phase (previous phase)
you’ve made a project charter and now you’ll use the charter to create sustainable
fulfilment and delivery protocols and support your customer base.
Identify major milestones and assign task owners.
first thing first you should define the work; like sourcing materials and training
employees
create a WBS diagram and spreadsheet, these will help you identify and
organise major milestones and assign task owners
Map the project schedule and tasks using a gantt chart
complete the tasks and milestones with their due dates and durations and
visualise them into gantt chart
gantt chart will help you clarify and map out task timelines and dependencies, so
everyone will know what to do at each stage.
estimate costs and create a budget
your budget should include both one-time and recurring expenses - as well as a
buffer to cover any overages.
create SoW
when your team hires a vendor to complete a project milestone, create a sow.
sow is a legal document that defines what you need from the vendor, what they
need from you, so everyone knows what’s expected.
create a risk management plan
assess potential risks to the budget and schedule. like staffing shortages or
shipping delays. identifying, evaluating, and preparing for specific risks helps you
keep the project on track if things go wrong.
create communication plan.
when it’s time to train employee, you’ll need to manage various communications
among stakeholders.

it will track senders and recipients, communication goals, key dates, and other
details. so everyone gets the right information at the right time.
organise the project artefacts
create a project plan in a central location to keep it organised and accessible to

all the members.
Building a project plan

📖 Intros
Every project plan is a living artefact that serves as your team’s roadmap throughout the
project.
Components of
scope, tasks, milestones, schedule, and overall activities of the project. schedule is
the anchor of your project plan.
a project plan is a good place to link to relevant documentations; RACI chart, project
charter, change management, risk management, communication management.
it should contains the estimated time that will be spent on the project; this is the
basis of schedule.
How project plan components are connected

the centre of project plan is project schedule; it helps you estimate the amount of time it
will take to complete the project as well as provides the team to track the project’s
progress.
another component we should include beside schedule;

scope and goals
link your charter in your plan. it will help remind the team of objectives we’re trying to
accomplish.
WBS + RACI chart

it is the key since it breaks the work down into more manageable pieces. the task
should be visible with more clear description, owners and due dates. it also should
contains detailed milestones and statuses related to these tasks.
keeping the documentation stored or linked in one place is a best practice for
transparency and effective communication
budget
the budget will be monitored and managed throughout the life cycle of your project.
linking these allows for smoother management and visibility.
if the budget was managed by other department, make sure to have regular check-
ins with them to ensure that you are aware of how you are tracking.
management plans
such as change management plan, risk management, and communication
management are all integral to keeping a project organised and on track and should
be linked in your project plans.
takeaway: no one project plan will be the same. it is important to know your end goals
and what is essential to you and your team in order to pull the relevant pieces of the
project together.
at Google, we work with a variety of different tools and templates to create and manage
project plans.

📈 Estimation
time-estimation is the prediction. conversely, flawed time estimation is the root cause of
many failed project.
making realistic time-estimation
Time estimation is a prediction of the total amount of time required to complete a

task. Effort estimation is a prediction of the amount and difficulty of active work
required to complete a task.
the effort est. for painting the wall might be 30 minutes, but the time est. might be
1 day; 30 minutes of painting, and 23,5 hours of inactive drying time.
the effort estimation to finish a course might be 4 hours, but the time estimation
might be 4 days.
how do you set a realistic time-estimation? by communicating with your teammates

assigned to each task. it will likely to yield a more accurate estimation since they’ll
have a deeper understanding of the work and the nuances of what’s required to
complete the task.
an effort-estimate is just an estimation; sometimes it won’t be accurate. this makes

buffer in use. buffer is extra time added to the end of a task or a project to account
for unexpected slowdowns or delays in work progress. it can provide some leeway
and your project shouldn’t fall off track when task delays inevitably arise
task buffer: extra time to a specific task. for tasks that out of project’s control,
and should be used more sparingly for tasks within project control. ex: difficult
task, has unpredictable element.
project buffer: extra time to the overall schedule. you can add extra time as a
buffer towards the end of your project schedule.
schedule and time-estimation case study
case study
Kendra is the new brand project manager
he realised the timeline of the project is arduous and impossible to execute, yet
he chooses violence with keep quite about it (and determine to make it works)
he rushes to meet the timeline without any input or any consultation from
stakeholder and his team

the result is the project faced delays and other issues due to rework,
unaccounted tasks, stressed team member, and concerned stakeholders.
analysis
break-down analysis of the missteps and corrective action that Kendra should be
done:
escalating concern. instead of collecting infos to support his concern about the
timeline, he decided to keep the issue himself. this could be avoided by slowing
down and planning the project thoroughly.
working carefully. a thorough and careful planning with his team could helped
him to identify problem and solution in advance, such as:
elimination of task.
increased team size
streamlining of activities.
if she had taken the time to work more carefully, she may have been able to
build a more realistic project plan to deliver the best product & she also might
identified potential time-saving activities that could have helped her team meet
the project deadline.
gathering input from the team.
he should have brought together team members, peers, and management to

help build and review his project plan, esp given the challenges of meeting
the proposed timeline.
he should address the member concern about the estimated time.
takeaway
be realistic when estimating time and effort for the project. take the time to carefully
evaluate the potential risks and the impact on the work, and talk to your team about
these challenges.
reflection (assigment)
case:
You are to oversee the project for a new text book release for the fall semester.
You’ve done something similar before, so you feel confident speaking with the

stakeholders, project sponsor, and faculty director. You assure them the project
will meet the 6-month deadline.
Around three months into the project, you notice that your writers consistently
miss the writing deadlines you assign. Then you learn that a printer upgrade may
delay printing the text books. Unfortunately, you forgot to include this delay in
your time estimation. Now you have to tell the stakeholders that the project may
not launch in time for fall.
What might you do differently next time to improve the outcome of this situation?
Write three to four sentences.
your action:
my action the answer
before making the time-estimation of the - speak to the team member to more
schedule, I will talk with the team members accurately determine how long it takes to
first to make sure they agree and it matched do their task. - additionally, when you
their ability upon the time given and if there first learn about the printer, add that
will be any delay present (based on their delay immediately to the timeline and
previous experiences) inform stakeholders.
look towards potential time saving
after gathering data from the member, I will activity: eliminate tasks, increase the
present and consult it with the stakeholders team size and streamline any of the
and management for their inputs. activities in order to complete them in
parallel with the other tasks.
planning fallacy & optimism bias (link to the science of thinking)
💡 Planning fallacy was first introduced by Daniel Kahneman and Amos Tversky
in 1997.
the over-estimating and overrating our ability in completing something is called planning
fallacy. as a project manager this refers as deficiency. it can happen to anyone
regardless you’re the first timer or experienced.
definition
planning fallacy describes our tendency to underestimate the amount of time it will
take to complete a task, as well as the costs and risks associated with that task, due
to optimism bias.

you should aim to balance being aware of planning fallacy with keeping an optimistic
attitude about the project, even as thing change.
planning fallacy could have major impact on your execution. you could set your team
up for failure by not giving them enough time to complete their task, causing work
have to redone or missing opportunities to execute the project more efficiently.
case study
David is a project manager responsible for a home construction project. here his
WBS:
then he created a time estimation for those major tasks:
Task Estimated
just estimate the assigned time for each
major task is the example of planning
Foundation 2 weeks
fallacy. but then he examines the time
Construction 4 weeks estimates more carefully; he considers
Adjustment 4 weeks risks like weather delay or absence of
Total 10 weeks members.
he meets the team member and other stakeholders to help him uncover other
possible risks that could affect the project timeline. after carefully gathering info, he

adjust time estimates and adding task buffers for some of the project task to account
fo the potential risk.
review (discussion)
Recall a time when you struggled to meet or missed a deadline, or maybe just
arrived somewhere late.
The project: finishing an online course
Why do you think you got behind?
I trusted myself blindly and failed to set the right estimate.
failed to keep the momentum
perfectionist
afraid of failure
What happened that you didn’t anticipate?
the fluctuation of my energy and motivation. it’s impossible to stay high every
single day.
the level of each topics. sometimes I can finish a topic in a day, but
sometimes I need a week to completely understand and finish a topic.
risks; slow internet, got a fever, a sudden heavy workload from the company
Which of the strategies for making accurate and realistic time estimates might
have helped you meet your deadline or arrive on time?
being aware of my limits and embrace it. I include these factors in my time-
estimation for each topics.
practices makes things better. I increase the time needed to study the topic
every week. with the gradual increase in time, I hope I can adapt better in
absorbing the knowledge.
capacity planning and the critical path
definition
capacity planning
capacity planning is setting the right number of people assigned to a task or to
get work done.

it refers to the act of allocating people and resources to the project tasks.
capacity itself refers to the amount of work that the people or resources
assigned to the project can reasonably complete in a set period of time.
critical path
to decide where your teammate should focus their priority and meet the capacity
is by plotting the critical path of your project timeline.
critical path refers to the list of project milestone that you must reach in
order to meet the project goal on schedule, as well as the mandatory tasks.
anything else is considered off the critical path.
critical path includes the bare minimum of tasks and milestones you need to
reach project goal.
why the critical path is critical?
it helps you determine the essential tasks and how long each task will take.
provides quick reference for critical tasks by revealing which task will impact
your project completion date negatively if their due date are late or missed.
help you define the resources you need, project baseline and any flexibility
you have
how to set them?
factors that can impact capacity & critical planning
parallel task vs sequenced task
identify which task can happen in parallel. it helps you create efficiencies
within schedule
identify which task can happen sequentially. it helps you identify the
tasks that you need to prioritise early on the project.
determine which project tasks have a fixed start date.
determine which tasks have an earliest start date
identify if a task has float (slack)
float refers to the amount of time you can wait to begin a task before it
impacts the project schedule and threatens the outcome.
task on critical path should have no float; no room for delays

how to set critical path?
capture all tasks

listing all the tasks required to complete the project and the milestones they
feed into; look back to your WBS.
the main goal is to make sure you aren’t missing a key piece of work needed
to complete your project. focus on need to do instead of nice to do.
here’s an example of critical tasks
Task
excavation
foundation
framing
roof
plumbing
HVAC
electrical
insulation
drywall + paint
flooring
set dependency
work with team to estimate each task & map each task from start to finish.
the longest path is your critical path.
to find out, ask:
1. which task needs to take place before this task?
2. which task can be finished at the same time as this task?
3. which task needs to happen right after this task?
here’s the example of task dependency:
Task Dependency
excavation
foundation excavation

Task Dependency
framing foundation
roof framing
plumbing framing
HVAC framing
electrical framing
insulation plumbing, HVAC, electrical
drywall + paint Insulation
flooring Drywall + paint
create network diagram

it sequence tasks in the order they need to completed based on their
dependencies.
these diagrams helps:
The path of the work from the start of the project (excavation) to the end
of the project (flooring)
Which tasks can be performed in parallel (e.g., HVAC and plumbing) and
in sequence (e.g., plumbing then insulation)
Which non-essential tasks are NOT on the critical path
make time estimates

consult key stakeholders to get accurate time estimates! (crucial)
if your time slightly off, length of the critical path may change.
Task Duration (days) Dependency
excavation 1
foundation 3 excavation
framing 15 foundation
roof 3 framing
plumbing 4 framing
HVAC 3 framing

Task Duration (days) Dependency
electrical 3 framing
plumbing,
insulation 2
HVAC, electrical
drywall + paint 15 Insulation
flooring 7 Drywall + paint
Time estimates can be reviewed and updated throughout the project, as

necessary.
find critical path

If you add up the durations for all of your “essential” tasks and calculate the
longest possible path, you can determine your critical path. include the tasks
that, if they go unfinished, will impact the project’s finish date.
You can also calculate the critical path using two common approaches: the
forward pass and the backward pass. These techniques are useful if you
are asked to identify the earliest and latest start dates (the earliest and
latest dates on which you can begin working on a task) or the slack (the
amount of time that task can be delayed past its earliest start date without
delaying the project).
The forward pass refers to when you start at the beginning of your
project task list and add up the duration of the tasks on the critical path
to the end of your project. When using this approach, start with the first
task you have identified that needs to be completed before anything else
can start.
The backward pass is the opposite—start with the final task or

milestone and move backwards through your schedule to determine the
shortest path to completion. When there is a hard deadline, working
backwards can help you determine which tasks are actually critical. You
may be able to cut some tasks—or complete them later—in order to
meet your deadline.
read more

Critical Path Method: A Project Management Essential
What exactly is the critical path method in project
management? Critical path method (CPM) is a resource-
utilization algorithm for scheduling a set of project activities.
https://www.wrike.com/blog/critical-path-is-easy-as-123/
https://www.workamajig.com/blog/critical-path-method
The Critical Path Method (CPM) is one of the most important
concepts in project management, and certainly among the
most enduring. This beginner-friendly guide will help you
https://www.workamajig.com/blog/critical-path-method
soft-skills for viable and accurate estimation
asking the right questions; asking effective, open-ended question
“how long does it typically take you to mock up a website design like this one?”
how complex are the steps?
what are the risks associated with this task?
when do you think you can have this ready?
negotiation effectively. negotiate can help you influence a team member to make
your project their priority, by collaborating to find an outcome that works for
everyone.
the designer estimates 2 weeks but you’re hoping it only takes a week.
gently challenge the estimate by asking follow-up questions. by this you can
determine whether it’s flexible or not, or you need add-in designer
a sense of ownership is also shared and a schedule that aligns with everyone’s
load created.
practicing empathy
refers to the ability to relate the thoughts and feeling of others.
practice it when you asking about their workload, including work outside project
and the overall life work balance. also ask if they plan to schedule a vacation or
leave during the project
🧰 Tools
gantt chart
Gantt charts are helpful for visually mapping out project schedules and tasks. they are
useful for complex projects because they clearly show project tasks, task owners, when
tasks are being worked on, and when those tasks are due.
create gantt chart
project plan
The project plan is essentially the project’s blueprint—it lays out all of the activities and
milestones that your team needs to achieve in order to successfully complete the project.
it is best to use spreadsheet for simple project and software (smartsheet, asana, jira,
trello) for more complex project. make sure to include:
task id numbers/task name
task durations
start and finish dates
who is responsible for what
Pro tip: It is important to incorporate your WBS numbers into your project plan.
The tool you use to create your project plan should help you collect and track project
details, manage your schedule, and visualise how your project is progressing.
A clear, thorough, and organised project plan can help create the recipe for project
management success.
kanban board
Kanban boards are a visual tool used to manage tasks and workflows. typically best
used in agile approach.
tasks associated with the project are written on cards; these cards are placed in
columns, which represent the progress made.
Kanban are used to:
quick visual understanding and provide critical task
facilitate handoffs between stakeholders
help with capturing metrics and improving workflows

How to use Kanban?
Creating cards:
front back
• Title and unique identifier: Make sure you

have a quick reference for tasks and ID • Start date: Include the start date of the task for
numbers. • Description of work: Briefly use in metrics, tracking, and ensuring that your
describe the task to be accomplished. time estimate is accurate. • Blocked days:
Remember that this is intended to be Indicate which days your task may be halted. A
captured on something no larger than an task can become blocked if it can’t continue to be
index card. • Estimation of effort: Estimate worked on. For example, if you were supposed to
the amount of work it will take to complete receive a deliverable and it hasn’t been delivered
the task. For example, you can write “small,” yet, then your day may be blocked for this
“medium,” or “large” to indicate the level of particular task. • Finish date: As with any plan, it is
effort you think that task will involve. • Who important to track when the task is supposed to be
is assigned to the task: Indicate who is finished. This allows you to ensure that your
responsible for completing the task; ideally, project is still on track to reach the end goal.
one person per card.
tips
carefully review deliverables, milestones, and tasks
give yourself time to plan
be realistic
use capacity planning, effort estimation
give time buffer
recognise and plan for the inevitable
bumps and setbacks (risks) will occur, but you can identify the risk and plan to
prevent or mitigate those risk.
buffer is a helpful tool for mitigating issues related to slowdowns in progress
stay curious (kepo is good)
ask lots lots lots of questions to your teammates
understands the expectations, priorities, risk assessments, and communication

styles of your stakeholders and vendors

champion your plan
while organising your plan, ask yourself:
can my teammates use the tool that im using?
is the infos clear enough for the stakeholders?
will using this plan as a single source of truth will save my team and
stakeholders the time and energy they need when they need to find infos on
the project?
champion it; tell your team why it will benefit them, influence them.
Review
Budgeting and Procurement

💰 Project Budget
Project Budget 101
it is the estimated monetary resources needed to achieve a project’s goals and
objectives. budget created in initiation phase, you need to continue review and control it
throughout the life-cycle of your project.
it is a helpful tool to reference when communicating with stakeholders and can double as
tracker for your project’s progress.
there are several factors to consider;
resource cost rates,
reserve analysis (review potential risk and determine whether you need to add buffer
funds),
contingency budget is the money that included to cover potentially unforeseen

events that aren’t accounted for in as cost estimate.
cost of quality inc prevention costs, appraisal costs, internal failure costs and
external failure cost
How to budgeting?
budgeting
reference historical data; best practice form previous project

utilise your team, mentors, or managers (leverage experts)
bottom-up approach: making lists of every material, resource, contract worker

and stuffs
time-phase your budget
check, check, and double check.
categorise different types of cost

since there are different types of costs, categorise these so you can ensure you’re
meeting the requirements of your organisation and customer.
direct cost: wages & salaries, material cost, equipment, software licenses,
project-related travel and transportation costs, staff training
indirect cost; administrative, utilities, insurance, general equipment, security
develop baseline budget

baseline budget is the estimate of project costs that you start with at the beginning
of your project.
It is important to continually monitor your project budget and make changes if
necessary. Be aware that budget updates can require the same approvals as your
initial budget. Also, you should “re-baseline” your budget if you make significant
changes
💡 takeaways: Budgeting in the project management world is a complex process

involving many different parties and documentation, but following the best
practices described in this reading can help break it down. Remember to use
historical data and time-phasing, and reach out to your team for support. Make
sure you are capturing all of the components of your budget, including direct
and indirect costs. Finally, be sure to baseline your budget so you know where
your money is being used and when. These tips can help set you up for
budget management success.
Managing Project Budget
budgeting
reference historical data; best practice form previous project
utilise your team, mentors, or managers (leverage experts)

bottom-up approach: breaking the project into task; making lists of every
material, resource, contract worker and stuffs that have associated cost
time-phase your budget
check, check, and double check.
making baseline
break the project into task
estimate cost of each item
add estimates together
add contingency and tax
seek approval from key stakeholders
material cost
buffers and reserves: 5% of the overall project budget
include planned vs actual cost column too
helpful templates

Website budget
Manage your website development project expenses with this
accessible three-year website budget template. Use this website
budgeting template to estimate annual hardware, software, and
https://templates.office.com/en-us/website-budget-tm040354
80
Budgets
Bring your ideas to life with more customizable templates and
new creative options when you subscribe to Microsoft 365.
Browse Templates Simplify your budgeting plan with budget
https://templates.office.com/en-us/budgets
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from your computer, phone or tablet. Get stuff done with or without an
internet connection. Use Sheets to edit Excel files. Free from Google.
https://docs.google.com/spreadsheets/d/1DuY4viZtcjPzhdC1Eotn
JMxLd61v0eYNkRtJwHGww8U/template/preview
manage the budget
maintaining a project budget

monitoring the budget is crucial to enforce accountability in terms of spending.
review it each time you hit a milestone.
as you monitor your budget, it should on top of cost control; practice where a
project manager identifies factors that might impact their budget then creates
effective action to minimise variances
be proactive not reactive. to control cost here some key steps:
establish a sign off plan and inform the appropriate stakeholders of any
changes that occur
manage changes as they’re made
accept that budget misses will happen. before project start, meet key
stakeholders to determine an acceptable limit; 1%? 10%?
adequately account for, adapt, and manage your budget with that risk in
mind
overcoming budgeting challenges

1. budget pre-allocation
work with your customer to set expectations on scope and deliverables

within the allocated budget.
make sure that you’re tracking fixed and time- and material based
expenses. fixed contract, time and materials contract, dll.
2. Inaccurately calculating TCO
TCO: total cost of ownership
tax, maintenance, warranties, supplies, required add-on, and upgrade

costs.
3. scope creep
several factors that lead to scope creep:
a vague sow
conversations and agreements about the project that aren’t officially

documented
unattainable timeframes and deadlines
last-minute asks from priority stakeholders
address these factors !!!
budgeting terms
cash flow: inflow and outflow. planning and tracking this is the key component
of budget management.
CAPEX OPEX: capital expenses and operating expenses
CAPEX are an organisation's major, long-term, upfront expenses; buildings,

equipment, and vehicles. something that the company own and keep.
OPEX are the short-term expenses that are required for the day-to-day tasks
involved in running the company, such as wages, rent, and utilities. they are
often recurring.
talk to your finance or accounting department when you start working on your
project budget to see how they determine the difference between OPEX and
CAPEX bcs it will guide you in properly allocating capital and operating
expenses for your projects!!

contingency reserves: funds added to the estimated project cost to cover
identified risk OR to prepare for unplanned costs.
do risk management to determine the amount
also can be used to cover areas where actual costs turn out to be higher
than estimated costs.
management reserves: funds added to cover unidentified risk.
usually comes in percentage, 5-15% depends on the complexity of the

project.
need approval from project sponsor
📂 Procurement
terms
NDAs: Non-disclosure agreement
RFPs: request for proposal
SOWs: statement of work
Procurement 101
procurement means obtaining all the material, services, and supplies required to
complete the project. you’ll need procure the vendor as well!
vendor management
vendor management: researching & sourcing vendors. typically more on managing
and maintaining relationship with them.
it entails sourcing vendors, getting quotes for their work, deciphering which
vendors will best fulfil your needs, negotiating their contracts, setting deadlines,
evaluating performance, and ensuring payment are made.
it also entails familiarising yourself with regulations
procurement process:

1. initiating; defining what kind of help does your project need
a. once you’ve decided which items you need to outsource, compare each of
those items specifications, components, quality measurements, standards,
and characteristics with your project’s requirements.
b. you may find that some of the items have features you don’t need. If you can
identify those unnecessary features, you will know exactly what you want
and don’t want in an item, possibly reducing your total cost.
2. selecting; deciding
a. research and assess various vendors and suppliers, and try to find out if
your preferred vendors have a reputation for delivering quality work on time.
b. after that, interview them to learn more about their products and services. if
possible, make site visits to see exactly how each vendor runs their business
in person.
3. contract writing; developing, reviewing, and signing contract
a. pay close attention to the inclusions and exclusions in the vendor’s offer.
there may be some items included in the vendor’s price that you can provide
in-house at low or no additional cost.

b. always consult with a legal and compliance team to ensure that everything in
the contract is ethical and legal.
4. control; make payment and set up logistic & requirement to maintain quality and
ensure the agreement is being met
a. periodically review the performance and quality of each vendor
b. remain professional but firm to ensure that all project requirements are being
fulfilled and that all major milestones are being met on time and at cost.
5. completing; measure the success of the procurement. ask yourself: and

document any lesson learned.
Were the materials created good quality?
Were there any issues with labor contracts?
How were your relationships with vendors?
agile vs traditional procurement
agile procurement management: traditional procurement management
collaborative with the project team and the end focus on standard contract with clear terms
supplier and deliverables
emphasis on the relationship between these

parties
project team plays a larger role in identifying project manager may be responsible for
what needs to be procured end-to-end procurement
contract may feature lengthy and extensive
living contract
documentation
(activity) statement of work
Navigating procurement challenges.
obtaining procurement
after signed with vendor, you have to do the controlling; constantly reviewing and
tracking vendor’s performance by using performance tracker and meetings
(quarterly business review).
follows laws like fair and ethical trade. sometime you will be assisted by ethics
and compliance department. as a project manager you need to ensure that the

stakeholders are adhering to these policies and processes too.
be aware of any pertinent meeting regarding legal or compliance issues! do not

forget to looping in the appropriate stakeholder and legal team for reviewing
proposals.
having contract reviewed in some capacity makes good business sense

and should be a priority for you as a project manager.
ethics in procurement
there’s a lot that can be done to ensure that businesses are operating in an
ethical way: in-dept researching about the prospective vendors, make sure the
safety, economic, and enviroment ethical risks are mitigates.
always always monitoring and evaluating throughout the project.
couple steps to safeguard ethical procurement:
knowing your business’ legal requirements (you as a project manager)
seek out code ethics
according to the PMI's Code of Ethics, honesty, responsibility, respect,

and fairness are the values that drive ethical conduct for the project
management profession.
if you’re a first timer; try to use your best judgement, and continue to do the
required search. if you still unsure, then ask your legal team (SMEs).
avoiding ethical traps

an ethical trap is an ethical dilemma that causes us to make a certain decision
without regard for our ethical principles.
project managers must take precautions to ensure that they and their suppliers are
following ethical principles during the procurement process.
common ethical traps inc:
1. corruption and bribery:
when a vendor seeks to reduce the competition for a contract during the
bidding process
bribes may include things like money, gifts, tickets to events, and more.

another type of corruption scheme is to offer a certain percentage of an
awarded contract—also known as a kickback—to an official who can
ensure that their company wins the bid.
2. sole supplier sourcing
some companies have their preferred sourcing. ethical issues arise

when other vendors aren’t even allowed to bid for contracts for which
they are similarly qualified.
when the buyer’s organisation decides to work with that vendor based
on their previously-established relationship, that limits competition before
the bidding has even begun.
when this happens, companies and the public miss out on the
advantages of competition, such as reasonable pricing, product quality
standards, or speedy delivery options.
3. interaction with state owned entities
governmental agencies such as the Food and Drug Administration and

The Occupational Safety and Health Administration, for example, keep
businesses within legal and ethical standards.
if you are unfamiliar with any governmental restrictions that may affect
your industry, organisation, or project, you could unintentionally fall into
an ethical trap.
avoiding ethical traps
understand the legal requirements for your procurements
stick to your ethical code
test your ethics!
Shame: Would you be ashamed if someone knew what you did?
Community: Would you want your friends to know the decision you
made?
Legal: Would you face legal action if you took this action?
Situation: Would your actions be justified in this situation?
Consequence: Would a negative outcome be worth your actions?
practice

question
As a project manager, you’re sourcing a new vendor. The vendor is located in a
country that has a history of corruption in your industry.
You’ve had a great initial discussion with the vendor and you don’t want to
discriminate against it just because of the government’s and other companies’
history of unethical practices.
In 2-3 sentences, describe the steps you should take to avoid any potential
ethical traps.
answer
First of all, in-depth research about the said vendor is very needed. I search
through articles and insiders about the said company to find if there’s
anything fishy about it.
after that, I will consult to the SMEs, such as stakeholders and legal team to
find if there’s anything they know about the vendors.
if the background and the track record of the said vendor is clean and
proved to be ethical, and the stakeholder also agree, then I would like to sign
them as our vendor.
answer from google

Seek to understand the legal requirements of your procurements
For the vendor you’re hiring, are you following its country’s regulations? Confirm
the regulations with your legal team or outside counsel.
Stick to your ethical codes
Consider the Project Management Institute's (PMI) code of ethics. Be
responsible and respectful to your buyers, customers, and the public at large.
Practice fairness and honesty.
Test your ethics
Ask yourself the following questions: Would you be ashamed if someone knew
what you did? Would you want your friends to know the decision you made?
Could you face legal action? Would your action be justified depending on the
situation? Would a negative outcome be worth your actions?

Managing Risk
‼ Risk Management
Risk management is the process of identifying and evaluating potential risks and issues that
could impact a project. It's not a one-time exercise; it's something that you'll need to do
regularly to address potential risks.
the importance
definition
a risk is a potential event which can occur and can impact your project. in the
context of project management its hypothetical and its your responsible to
identify and plan for those risks
an issue is a known or real problem that can affect the ability to complete a task.
risks are the big what-ifs and issues are things that currently impact a project.
risk management will give you an understanding of what could go wrong with your
project, who you need to consult about the risk, determine how the potential risk
could be mitigated! so if something goes wrong, you’ll have a plan prepared already.
if you don’t plan, the project will be at risk of not meeting its goal, timeline or
success criteria.
you also fail to think through the many different ways that your project could pivot
and still meet its goal.
risk management helps you determine how flexible or rigid your plan is and then
make necessary adjustments. (ex: having backup supplier, etc)
the risk management process helps reduce the impact of unexpected events, freeing
up resources to focus on activities that benefit the project.
bcs risk can affect in a variety of ways that are difficult to foresee.
the issues sometimes will come up and you did not or could not have planner for,
when these moments arise,
keep calm,
figure out the root cause of the problem, and
come up with a solution.
phases of risk management

1. identify the risk.
2. analyse the risk. determine their likelihood and potential impact to your project.
Serious risks with a high probability of occurring pose the greatest threat.
3. evaluate the risk. use the results of your risk analysis to determine which risks to
prioritise.
4. treat the risk. make a plan for how to treat and manage each risk. You might choose
to ignore minor risks, but serious risks need detailed mitigation plans.
5. monitor and control the risk. assign team members to monitor, track, and mitigate
risks if the need arises.
uncover opportunities using risk management

It is important to recognise opportunities and to capitalise on them as they appear so you
can reach your project goals faster, more cheaply, or with less effort. examples:
completing a milestone ahead of schedule
discounted materials
availability of additional resources (people, investments, equipment)

use the same tool and techniques; identify, analyse, evaluate, treat, and control.
By using techniques such as brainstorming and drawing on project history or prior

experience, you can identify potential opportunities and outline how you will take
advantage of them if they occur.
https://www.pmi.org/learning/library/effective-strategies-exploiting-opportunities-7947
recap
Identifying risks and issues prepares you for the unknown. It also positively impacts
you as the project manager because you'll feel more prepared, less stressed, and
more confident in your approach if an issue does occur.
techniques to help manage risk: focus (course 4)
🗂 Identifying and assessing risk

risk assessment is the stage of risk management where qualities of a risk are estimated or
measured.
brainstorming
start with it since it is the most effective techniques for identifying risk; it allows team to
share ideas without being judged.
the best team is the a diverse one; check your RACI matrix for whom you should invite.
best tool to identify the risks is fishbone diagram and best tool to sort the risk and decide
which one to focus is risk register.
next adopt risk assessment technique using probability impact matrix (tho there are
various way to assess the risk)
tools to help
fishbone diagram
also known as cause and effect diagram; it shows the possible cause of an event or
a risk and sort them into useful categories. so it clearly show which area to focus on
to mitigate the risk.
it also helps in finding the root cause of a problem.
1. define the problem

2. identify the categories; they could change depend on the type of problem or
industry
3. brainstorm the cause

brainstorming should be a judgement-free-zone. encourage the flow of information related to
the categories and try not to rule things out.
4. analyse the causes and find the root cause!

Fishbone diagrams are tools that can be useful during any phase of the project.
When you use them in risk planning, you are trying to identify the possible causes of
a problem that may or may not occur. When you use them in the execution phase,
you are trying to find the root cause of an issue that has already occurred.
risk register
a table or chart that contains a list of risks
probability impact matrix; impact, probability, and inherent risk.

a tool used to prioritise project risk.
1. think about the level of impact of the risk, classify it into 3 range; low, medium,
high.
high: the risk will substantially alter the project
low : slight impact but will not derail the proje ct
2. probability; classify it into 3 range
high: high likelihood of this happening
low: you identify a risk that could happen but isnt likely the risk will occur
these 2 combined together to determine the inherent risk rating. inherent risk is the
measure of a risk, calculated by its probability and impact. it will help us to
understand the risk. also classify into 3 categories.
Inherent Risk
Impact
low medium high
High Medium High High
Probability Medium Low Medium High
Low Low Low Medium
Risk appetite: the willingness of an organisation to accept the possible outcomes of a

risk.
measuring risk impact
common risk types: time risk, budget risk, scope risk.
time risk: the project will take longer than anticipated. poor time management may
deplete your budget and causing delays.

budget risk: the cost of the project will increase due to poor planning or expanding
the project’s scope. could harm the reputation of company since you need budget to
pay.
scope risk: the possibility that a project won’t produce the results outlined in the
project goals. harm professionalism and defeat the entire purpose of the project.
another thing to be aware of is external risk; resulting rom factors outside the company
that we have little to no control over; enviroment, weather, etc.
another type of risk:
a single point of failure which means a risk that has the potential to be catastrophic
and halt work across a project. you need to monitor potential single points of failure
in your project since they can be detrimental to the project timeline, budget and
scope.
dependencies. they are often a huge source of risk to a project.
internal: you & your team have control over
external: no control over
managing single point of failure risks

after identified and sorted risk, give attention to the one that could have a catastrophic
effect, this one called;
A single point of failure is a risk that, if it were to materialise, could cause a significant
amount of disruption to your project and could even shut it down. example; only have
one SMEs!
Case Study
Office Green uses plant seeds from South American company for the majority of its
offering. however, the local government just announced that it would imposing a new tax
on the exporting of seeds and produce. hence the price becomes so high that it is
difficult for the company to supply the seeds to office green, putting the project at risk of
not having these seeds available to purchase.
Mitigate the risk

1. avoid; by considering using another seed that is widely available in several location
2. minimise; like using the original one and the one from neighbouring country so the
taxation and regulation wont affect both company. also would give office green some
flexibility
3. transfer; we could find a supplier in north america that uses the seeds from several
other south american countries and purchase the seeds from them instead.
4. accept; accept it as the normal cost of doing business.
a. active acceptance usually means setting aside extra funds to pay for your way
out of trouble
b. passive acceptance, is the do nothing approach. only for smaller risk!
c. also important to proactive and mitigate the risk ahead of time whenever
possible. like schedule a meeting with project stakeholders to discuss the
increase in taxes and how it could impact the project cost. they might accept the
risk by setting aside additional funs to source the seeds from another supplier or
passively accept the risk.
visualising dependency relationship
types of dependencies
FS; task a must be completed before task b can start.

Task A: Finish putting on your socks. →Task B: Start putting on your shoes.
FF; task a must finish before task b can finish (not common).
Task A: Finish making the icing. → Task B: Finish decorating the cake.
SS; task a cant begin until task b begins. they run in parallel
Task A: Start by paying for your train ride. →Task B: Start going home by
boarding the train.
SF; task a must begin before task b can be completed.
Task A: Your friend’s coworker starts her shift. →Task B: Your friend
finishes his shift.
dependency graphs
goal: making peanut butter and jelly sandwiches.
tasks:
1. gather materials: bread, knife, jelly, peanut, butter, plates, and napkins (task a)
2. put jelly on one piece of bread (task b) and peanut butter on the other piece of
bread (task c)

3. now put both pieces of bread together
4. finally you can put sandwich on plate and serve it

A dependency graph can help you visualise these different dependencies and the
flow of the work that needs to be done on a project. They can also help you identify
any risk associated with them.
📕 Mitigating and communicating risk

strategies
risk mitigation planning is about finding ways to eliminate or reduce the impact of
potential risk to your project.
common way to mitigate:
avoid
accept
reduce or control by determining potential options to address it. use decision tree.
transfer the risk. by outsourcing, etc.
building a risk management plan

documenting is a crucial part in management. risk management plan is a living document
that contains information regarding high level risks and the mitigation plans for those
risks. this ensure teammates and stakeholder have a clear understanding of potential
problem and how to address them.
the risk management plan should be updated regularly to add newly identified risks,
remove risks that are no longer relevant, and include any changes in the mitigation plan.
(during initiation and execution)
part of risk management plan:
status (draft/final, etc)

created and date updated
objective
executive summary; brief introduction to the normal conditions of a project and

outline of the potential risk that could impact the project.
the risks and how we’ll mitigate them; risk register, inherent risk and mitigation plan
appendix; probability and impact chart and matrix
communicating risk
It’s not enough to just be aware of the biggest risks to a project, because you need to
communicate it to your stakeholders. why? so they could help you or be equipped to help
you if an issue arises.
failing to communicate risks to stakeholders can erode their trust in you as the leader of
the project. it’s really important to communicate early and often with stakeholders about
medium and high level risks, so they can set expectation during the project execution
phase and suggest ways they might be able to help you if a risk does arise.
how you communicate it depends on the severity of the risks. here’s how to tailor your
communication
low level; email? attach it to the weekly planning updates, and briefly address how
you will mitigate these risks if they arise
medium; direct email to stakeholders, outline the risks more specific and provide
detailed explanation of your mitigation plan. attach your risk management plan. write
urgent in subject.
high; requires thorough and direct level of communication. ex: during project plan
meeting so you can also collect feedback on your risk management plan.
creating a risk management plan
Comms and Docs

Communication
why it is important?
communication is key to any successful project. it is the most important tool in making
sure your project runs smoothly.

many times what contributes to the success or failure of a project
team comes down to whether or not everyone understands what’s
happening and how their tasks contribute to the project’s goals.
without effective communication, the project is at risk of missing important opportunities

or even failing altogether. effective communication makes it possible for your project to
run on time and up to the expectations outlined in the project plan. also communication
isn’t a one-time event or one-way route. it needs to happen throughout entire life-cycle of
the project, from the project team and stakeholders, as well as from you. be sure to
clarify goals and client expectations, follow up on action items, and communicate delays
as the project progresses.
effective communication
you are the project manager which is the central communication. you must be effective in
communicating with all stakeholders and team members through various medium.
1. recognise and understand individual differences.

you can do this by conducting and encouraging open inclusive communication by;
not making assumptions, being mindful of your own biases, using appropriate

professional and neutral language, including, respecting and being curious about
diverse points of view.
2. brainstorm and craft the appropriate message.

tailor you message according to your intended audience. always be clear about your
reason for reaching out
what channels can your audience use to contact you or team?
are you conveying information?
are u asking for input?
are you clarifying an issue?
are you resolving a problem?
be sure to identify the purpose of the message. state the information or request
clearly and concisely and stay on topics.
3. deliver the message

think about which methods are available and appropriate for communicating with
various members of your team (video conference, phone, email or in a meeting) esp
important if u have team members in diff regions and time zones.
4. obtain feedback and incorporate that feedback going forward.

be sure to follow up!
checking to make sure your message was clear
asking them for feedback
encouraging open comms
responding to question quickly
‼ make sure your communications are clear, honest, relevant, and frequent. Following
these guidelines will set you up for successful communication throughout your projects.
developing a communication plan (5W1H)

a communication plan organises and documents the process, types, and expectations of
communication for the project.
it needs to address:
what needs to be communicated

who needs to communicate
when communication needs to happen
why and how to communicate
where the information being communicated is stored
effective communication plan allows for continuity of the project’s operations.

the communication plan also helps with effective change management, the process of
delivering your final project and getting it successfully implemented. when others have
access to the communication plan after you leave the project, the will able to fix any
problem that might come up.
best practices
Identify, identify, identify
project stakeholder: have you created a raci chart or stakeholder map of all of
your stakeholders? who’s your audience? who will need to be informed at
different points during the project lifecycle?
communication frequency and method: when and how often should you check in
with your stakeholders? what methods of communication they prefer? how much
detail does each stakeholder need?
goals? what is the goal of your communication? do you need response? are you
trying to encourage engagement or simply providing an update?
barriers: are there any time zone limitations? language barriers? do some
stakeholders require time to reply or responds? are there are any privacy
internet access issues?
document and develop

choose a tool or template
add column for notes. bcs project management isn’t one size for all, and there
are a lot of pieces that need to be tracked.
use formatting to highlight any key details in the plan. highlight pivotal elements
like launch announcement or urgent decision
ensure that the team can access your document. + review and giving feedback
test your plan. send a test email to yourself or a colleague, test your virtual
presentation like visual, audio, and other technical ascpects.

check in
schedule a routine check-ins so you can understand what is working and what it is
not. it will give you which one should be improved.
make sure to double check that key stakeholders have not changed over the time.
evaluate where you may be over or under sharing! you can do it by:
anonymous survey forms
pols or open feedback sessions
one one one conversation
draft a communication plan
Documentation
why
provides visibility and accountability.
no room for miscommunication.
not everyone needs full access to project documentation! you can summarise
relevant information for those who need to stay informed of final outcomes, but don’t
need background.
make sure people who involved granted an access
project’s documentation
documentation is a part of knowledge management; a way of ensuring that a project
data can be accessed in the future by others who need it for informing decisions or
planning similar project.
pro tip: determine what kind of information to share with whom and when! figuring out the
right information to share is even more important when you working on project who has
sensitive data! like financial data and user survey result.
only share data to need-to-know-basic → telling someone facts they need to know at the
time they need to know them, and nothing more.
example: surveys data contains PII (personally identifiable information)

PII is an information that could be used on its own directly identify, contact, or
precisely locate an individual; email, mailing, phone numbers, precise locations,
name, etc.
If you need to show these, then visualise them into chart, graph, or bar.
organising project’s documentation

goals: have all of your project resources documented and linked so that you or anyone
on the project can access what they need quickly.
using shared file drive and one document that contains and link all the project it all like
spreadsheet (you can name it quick reference or dashboard or anything)
activity: organise documents in a project plan
Preparing for a job search
Course Review
Course Learning
key components of the planning phase
proper planning to ensure completion of milestones and tasks
creating and managing a project plan
utilising time estimation methods to prevent project failure
getting viable estimates using soft skills
tools for building a project plan
components of a project budget
the budget process
estimating and tracking a project budget
the procurement process to manage paperwork, bids, proposal and performance
risk management
identifying risks

measuring impact
communicating and monitoring potential risk
the importance of documenting plans
organise plan to provide visibility and accountability
elements of a simple communication plan
Review Back
Think back to a recent project you were involved in, and answer the following questions:
Did everyone on the team share in all the project communications throughout the
project?
What was available and what was not available?
Now that you have learned more about effective ways to communicate during a project,
how might you improve communication in your next project?
Your response should be 5–10 sentences long, and might discuss:
Meetings
Emails
Phone calls
Written documents
Formal presentations

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Course 3: Project Planning

Glossary wbs, gantt chart, risk management plan, communication plan

Beginning the planning phase

project manager gets assign

project goals, scope, and deliverables have to be approved

team members get assigned

sign off on your project charter

The planning phase components

Course 3: Project Planning 1

the benefits of planning

it gives you the chance to brainstorm ways to mitigate those risks!

building teamwork. planning together share a understanding among all parties

the planning phase:

account for the total cost to complete the project.

risk management plan

project kick-off meeting

some tips for running an effective kick-off meeting.

set the right time; works for everyone

Course 3: Project Planning 2

set the agenda

stick to the agenda;

📑 Task and milestones

Course 3: Project Planning 3

set task to identify milestones

don’t mistake tasks for milestones; it should represent moments in time

don’t list your milestones and task separately

WBS (work breakdown structure)

Course 3: Project Planning 4

2. Identify the tasks that need to be performed in order to meet those

Milestone: Secure venue

task a: research venue

task b: tour and decorate space

task c: make down payment

task b: tour and decorate space

organise decorating committee

further reading on WBS

How to Create a Work Breakdown Structure

the 100% rule

outcomes, not action.

ex: if you were building a bike, a deliverable might be “the braking

the 8/80 rule;

Course 3: Project Planning 5

a more comprehensive example:

Course 3: Project Planning 6

initial phase (previous phase)

Identify major milestones and assign task owners.

Map the project schedule and tasks using a gantt chart

estimate costs and create a budget

create a risk management plan

create communication plan.

Course 3: Project Planning 9

organise the project artefacts

create a project plan in a central location to keep it organised and accessible to

Building a project plan

How project plan components are connected

Course 3: Project Planning 10

WBS + RACI chart

Course 3: Project Planning 11

making realistic time-estimation

Time estimation is a prediction of the total amount of time required to complete a

how do you set a realistic time-estimation? by communicating with your teammates

an effort-estimate is just an estimation; sometimes it won’t be accurate. this makes