UNIT 1 – PROJECT TIME

MANAGEMENT
Department of Tourism and Events
Management
Chapter 11, 12, 13 & Notes

Diploma in Events Management:

Event Project Management 2 (PGT260SS)
Lecturer: Mr IRAKOZE, JMV
Faculty of Business, Department of Tourism and Events Management - 2022

OUTCOMES
In this lesson we will cover the following:
• Project Time Management (processes)
• Develop a list of activities
• Define an activity
• Estimate an activity duration
• Draw and interpret a network diagram
• Draw a Tabular Report
 Faculty of Business, Department of Tourism and Events Management - 2022

INTRODUCTION
• Project Time Management includes the processes required
to manage the timely completion of the project.
• On some projects, especially those of smaller scope, defining
activities, sequencing activities, estimating activity resources,
estimating activity durations, and developing the schedule
model are so tightly linked that they are viewed as a single
process that can be performed by a person over a relatively
short period of time.
 Faculty of Business, Department of Tourism and Events Management - 2022

INTRODUCTION

• These processes are presented here as distinct elements

because the tools and techniques for each process are
different.
• Project schedule development uses the outputs from the
processes to define activities, sequence activities, estimate
activity resources, and estimate activity durations in
combination with the scheduling tool to produce the
schedule model.
 Faculty of Business, Department of Tourism and Events Management - 2022
REFURBISHMENT OF AN EVENT
VENUE
PROJECT ACTIVITY LIST:

Activity Activity Duration Activity Responsibility

ID (Days) (Predecessor)
Description
Buy materials for preparation of A 4 - JACK
walls & ceilings
Prepare walls and ceiling B 3 A JILL
Mixing colours to paint rooms C 6 A,B JOHN
Paint ceilings D 3 B JOYCE
Paint walls E 2 C,D JEAN
Order new curtains F 4 E JOSS
 Faculty of Business, Department of Tourism and Events Management - 2022

DEFINE ACTIVITIES
• Define Activities is the process of identifying and documenting the
specific actions to be performed to produce the project deliverables.
• The key benefit of this process is to break down work packages into
activities that provide a basis for estimating, scheduling, executing,
monitoring, and controlling the project work.
 Faculty of Business, Department of Tourism and Events Management - 2022

DEFINE ACTIVITIES (WBS)

• The Create WBS process identifies the deliverables at the lowest level
in the WBS—the work package.
• Work packages are typically decomposed into smaller components
called activities that represent the work effort required to complete
the work package.
 Faculty of Business, Department of Tourism and Events Management - 2022

DEFINE ACTIVITIES (OUTPUTS)

• The outputs for defining the activities is the activity list and
events list.
• The activity list is a comprehensive list that includes all
schedule activities required on the project.
• An event is an activity with zero duration.
 Faculty of Business, Department of Tourism and Events Management - 2022

DEFINE ACTIVITIES (ACTIVITY LIST)

• The activity list also includes the activity identifier and a scope of work
description for each activity in sufficient detail to ensure that project
team members understand what work is required to be completed.
• Each activity should have a unique title that describes its place in the
schedule, even if that activity title is displayed outside the context of
the project schedule.
DEFINE ACTIVITIES (EVENTS LIST)
Faculty of Business, Department of Tourism and Events Management - 2022

• An event is also called a key date, a milestone, or deadline,

represents a happening on a particular day – this could be when
an order is placed, the start of the project, the day the materials
are received, or the end of the project.
ACTIVITY DURATION
Faculty of Business, Department of Tourism and Events Management - 2022

• Every activity has a duration.

• Activity duration is an amount of time it takes to complete the activity.
• Estimating an activity’s duration is a trade-off between the amount of work required to
complete & the number of resources available.
 Faculty of Business, Department of Tourism and Events Management - 2022

A SYSTEMIC METHOD FOR DETERMINING THE

CRITICAL PATH

• The critical path is the longest path in a network diagram, and therefore determines the shortest time
that it will take to complete a project.
• This systematic way of determining the critical path uses the techniques of forward pass and
backward pass.
• You use a forward pass to calculate the Early Start (ES) and Early Finish (EF) times and a backward
pass to calculate the Late Start (LS) and Late Finish (LF) times, and therefore calculate the float.
• Early Start: The earliest time that the activity can logically start.
• Early Finnish:The earliest time that the activity can logically finish.
• Late Start: The latest time that the activity can logically start without delaying the project.
• Late Finnish:The latest time that the activity can logically finish without delaying the project.
• Float: The amount of time an activity can be delayed without affecting the project schedule.
 Faculty of Business, Department of Tourism and Events Management - 2022

CONTINUOUS….

• THE FORWARD PASS

• We will use the forward pass to determine the Early Start and Early Finish values of all the
activities.
• THE BACKWARD PASS
• We will use the backward pass to determine the Late Start and Late Finish values of all the
activities
• CALCULATING FLOAT/SLACK
• If an activity can be delayed it is said to have float (or slack).
• To calculate the float, you subtract the Early Start from the Late Start (or the Early Finish from
the Late Finish, it amounts to the same thing).
• The critical path is the path through the activities that have no float.
REFURBISHMENT OF
Faculty of Business, AN EVENT
Department of Tourism VENUE
and Events Management - 2022

PROJECT ACTIVITY LIST:

Activity Activity Duration Activity Responsibility

Description ID (Days) (Predecessor)

Buy materials for preparation of walls & ceilings A 4 - JACK

Prepare walls and ceiling B 3 A JILL

Mixing colours to paint rooms C 6 A,B JOHN
Paint ceilings D 3 B JOYCE
Paint walls E 2 C,D JEAN
Order new curtains F 4 E JOSS

Based on the information given above:

1. Construct a Network Diagram for the project and calculate the activity float.
2. Determine the critical path and duration.
3. Construct a Tabular Report
4. Draw the Gantt Chart.
 UNIT 2 (1 of 4) – PROJECT
INTEGRATION MANAGEMENT
Department of Tourism and Events
Management
(1 of 4) Chapter 4, 6, 23 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV

 OUTCOMES
In this lesson we will cover the following:

❑ Write a project charter

❑ Write a project plan
❑ Write a progress report
❑ Write a project closeout report
 Introduction
Project Integration Management unifies the
following processes, activities & documentations:
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
 Project Charter

• The Initiation Process Group consists of those

processes performed to define a new project
or a new phase of an existing project by
obtaining authorization to start the project or
phase. This authorization is in a form of a
document call Project Charter, Also referred
to as terms of reference or project mission
 What is a Project Charter?
• Is a document that formally authorizes the
existence of a project/phase or initiates the
project/phase and provides the project manager
with the authority to apply for organizational
resources to project activities.
• It establishes a partnership between the
performing and requesting organizations.
• It well-defines project start and project
boundaries, creation of a formal record of the
project, and a direct way for senior management
to formally accept and commit to the project.
 Ownership of Project Charter
Ownership of the project charter:
• Project charter is owned by a project sponsor
(e.g client, financiers, employees, community,
government etc)
• The project manager & project team often
develop the project charter.
• Project charter officially initiates the project
• It identifies the responsible people for
management of the project
Faculty of Business, Department of Tourism
and Events Management - 2022
 UNIT 2 (2 of 4) – PROJECT
INTEGRATION MANAGEMENT
Department of Tourism and Events
Management
(2 of 4) Chapter 4, 6, 23 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV

Faculty of Business, Department of Tourism
and Events Management - 2022
 OUTCOMES

In this lesson we will cover the following:

• Understand what is a plan
• Understand how to develop the project
management plan
 Introduction
• Project Integration Management includes the
processes and activities to identify, define,
combine, unify, and coordinate the various
processes and project management activities
within the Project Management Process
Groups.
 Planning Process Group

• The Planning Process Group consists of those

processes performed to establish the total
scope of the effort, define and refine the
objectives, and develop the course of action
required to attain those objectives.
• The Planning processes develop the project
management plan and the project documents
that will be used to carry out the project.
 What is a Plan?
• It is an intended course of action
• A plan contain objectives, how to, resources,
activities,
• A planning process prompts the project
manager to leave as little as possible to guess
work by those responsible for execution
• The project manager should consider the
following: why, what, where, who, how to,
how much
Faculty of Business, Department of Tourism
and Events Management - 2022
What is a Project Management Plan?
• Is a document that highlight the actions
necessary to define, prepare, integrate & co-
ordinate all supporting plans.
• It defines how the project is executed,
monitored and controlled, and closed.
• The objective of a Project Management Plan is
to define the approach to be used by the
project manager to deliver the intended scope
of the project.
Develop Project Management Plan

• Develop Project Management Plan is the

process of defining, preparing, and
coordinating all subsidiary plans and
integrating them into a comprehensive project
management plan.
Develop Project Plan
 Subsidiary Plans
• Scope management plan
• Time management plan
• Cost management plan
• Quality management plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
 Ownership of PM Plan

• The project management plan is owned by the

project manager, but officially belongs to the
performing organisation.
 THE END

THANK YOU

SEE YOU NEXT CLASS

 UNIT 2 (3 of 4) – PROJECT
INTEGRATION MANAGEMENT
Department of Tourism and Events
Management
(3 of 4) Chapter 4, 6, 23 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV

Faculty of Business, Department of Tourism and Events
Management - 2022
 OUTCOMES
In this lesson we will cover the following:

❖Understand what is progress report

❖Understand how to develop progress reports
❖Understand progress meetings
 Introduction

• Project Integration Management includes the

processes and activities to identify, define,
combine, unify, and coordinate the various
processes and project management activities
within the Project Management Process
Groups.
 Introduction
• Your boss has asked you to take the lead on a
project in your company. Maybe you are a project
manager, or maybe you are not. One thing is
certain. Very few people know how to report
status on a project, even when they are expert
project managers.
• The basic problem? Most people do not
understand the perspective of a manager who is
being pressed for information about a big project.
 The Management Perspective

• If your project is important, your boss will be

pressed hard to keep his superiors informed of
its progress. Smart managers consume status
on important projects voraciously.
• Excellent status reporting means that
managers are fully informed of your project’s
health and overall direction without having to
get involved themselves.
 Effective Status Reporting
• Even on relatively less important projects,
effective status reporting allows your boss to
spend only a few seconds skimming your report
to determine what sort of progress you have
made.
• Excellent status creates clarity from confusion.
Your job as the manager of a project is to take a
swirling, chaotic cloud of information and distil it
down into its most basic elements and then
present them so that hundreds and thousands of
hours of work can be understood in minutes.
 Write Excellent Status

To write excellent status, you must understand:

• The three components of status.
• How to write brief details.
• What key data is needed by management.
 Three Components of Status
There are three major components to reporting
project status:
• Overall - We need to see the overall project
health. As managers, we want to be able to
detect a project in trouble.
• Milestones - We need to see which milestones
are complete, which ones are in progress, and
which ones are coming up next.
• Issues - We like to see brief details about each
issue so that we can make a decision about
whether or not to step in and help if necessary.
 Organising Your Status

Project status is best when it starts off with the

highest levels of detail and works it way down to
lower and lower levels. Thus:
• Overall project health comes first.
• Major milestones follow overall project
health.
• Issues may be holding up those dates.
 Brief Details

• Your job is to report on the details of your

project in concise, crisp status that we can
consume rapidly without having to spend
much effort on it.
• It might take you thirty minutes to write your
status, but always remember that your
manager does not have thirty minutes to
spend reading it.
 Brief Details?

How can you provide details without being long-

winded? Here are some suggestions:
• Write in bullets, not in prose.
• Avoid unnecessary use of titles and colons.
• Do your best to shorten all expressions and
sentences.
• Avoid adverbs (really, very, much) and avoid
adjectives (good, bad, ugly).
 Key Data
For overall project health, these data points might include:
• The project's name
• The project identification number if your company uses a tool to
store projects.
• The overall project health (red yellow green - more on this in a
future article).
• The % complete you expected to be at today (planned completion).
• The % complete you are actually at.
• The number of days behind or ahead against the plan.
• The number of blocking issues you face (more about this later in
this article).
• The number of "normal issues" you face.
 Expected Results
If you produce really great status on a project and
provide it often enough and to the right people, which
are great topics for future articles, you should expect
one of two results:
• Either management will become very quiet and not
engage with you very much, which usually means
they feel you are on top of the project and are
capable of operating without their intervention,
• or they will increase their communications with you
in order to get out further details and determine if
they need to intervene.
 Project Progress Meetings

• Progress meetings are generally held every

week to monitor the progress & guide the
project to a successful completion.
• Progress meetings provide an effective forum
for the project manager to coordinate,
integrate & manage the project’s participants
 UNIT 2 (4 of 4)– PROJECT
INTEGRATION MANAGEMENT
Department of Tourism and Events
Management
(4 of 4) Chapter 4, 6, 23 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV

Faculty of Business, Department of Tourism
and Events Management - 2022
 OUTCOMES

In this lesson we will cover the following:

• Understand what is closeout report
• Understand how to develop closeout report
 Introduction

• A project phase review or project

closeout report is a project audit of the
project’s actual work performance &/or
the project’s condition against the
declared/planed performance.
 Phase Review
• A project phase review is carried out at the end
of each phase.
• It check the likely or actual achievement of the
objectives specified in the project management
plan.
• The reviewer completes a phase review form
describing the progress of the project to date and
recommending whether or not it should continue
to the next project phase. If approved, the next
project phase can be commenced.
 Project Closeout Report
• A project closeout report is officially carried out
at the end of the project.
• The report confirms that the objectives have
been met, the deliverables have been handed
over to the customer and that project closure can
commence.
• It is done to gain agreement from their Sponsor
that the project is ready for closure.
• It also documents the actions needed to perform
project closure immediately.
 Responsibility

• Audit should be carried out by a third

party or the project manager, much of
the ground work can be carried out by
the project team members.
 Lessons Learnt

The review and closeout report can be

subdivided into 3 sections:
• Historical Data
• Progress Reports
• Performance Evaluation
 Tool - Questionnaire
Phase review & closeout reports can be both
benefited by using a structured questionnaire. The
net should be cast reasonably wide to include a
broad range of feedback. The list of participants
should certainly include the following:
• Client
• Project manager & project team
• Functional managers & corporate participants
• Suppliers & subcontractors
• Stakeholders
 Questionnaire
The questionnaire would typically be structured to
include the following:
Position
• Delegation
• SOW (Scope of Work)
• Planning
• Performance
• Problems
• Procurement
Recommendations for Future Projects

• Learning from achievements & mistakes, &

improving productively
 Storage

• At the end of the project all documentations &

the closeout report not be dumped, it should
be made readily available for inspection,
because this is the database for future
estimating.
 UNIT 3 – RESOURCE
MANAGEMENT
Department of Tourism and Events
Management
Chapter 15 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV

Faculty of Business, Department of Tourism
and Events Management - 2022
 OUTCOMES

In this lesson we will cover the following:

• Allocate resources to each activity
• Draw the resource histogram
• Smooth resource overloads
 Introduction

• Resource planning technique falls under the

Human Resource Management knowledge
area & Time Management knowledge area.
• It identifies & assigns resources to activities so
that the project is undertaken using
appropriate levels of resources & with the an
acceptable duration.
 Resource Planning (pg.200)

What is Resource Planning:

• Project resource involves all the machinery &
people who are used to perform the project
scope of work.
• Resource planning is forecasting the number
of resources required to perform the scope of
work to achieve the project schedule.
 Resource Histogram (pg.203)

• Resource histogram integrate the resource

requirements with project’s schedule.
• It is a popular tool because it gives a powerful
visual presentation of resource loading which
is easy to understand & easy to communicate.
Faculty of Business, Department of Tourism
and Events Management - 2022
 Resource Loading (pg.205)

• The resource forecast or required is now

compared with the resources available.
• A resource overloading is when the resource
forecast or required exceeds the available
resource.
• The ideal situation is achieved when resource
forecast or required equals to the resource
available.
Faculty of Business, Department of Tourism
and Events Management - 2022
 Resource Smoothing (pg.206)

• The resource smoothing is the process of

moving activities and/or adjusting the
availability of the resources to improve the
resource histogram profile.
 Resource Smoothing (pg.206)

The project manager has a number of resource

smoothing options to consider:
• Resource smoothing
• Time-limited resource scheduling
• Increase resources
• Reduce resources
Faculty of Business, Department of Tourism
and Events Management - 2022
 THE END

THANK YOU

SEE YOU NEXT CLASS

UNIT 4 – PROJECT PROCUREMENT
MANAGEMENT

Department of Tourism and Events

Management
Chapter 14 & Notes

ND Events Management:
Project Management 2 (PGT200S)

Lecturer: Mr IRAKOZE, JMV - 2020

Faculty of Business, Department of Tourism
and Events Management - 2022
 Lesson Outcomes:
➢How to develop the procurement list
➢How to link the procurement list with the
activities schedule
➢How to identify any long lead items
➢How to administer & expedite the
procurement process
 Introduction
• Project Procurement Management includes the
processes necessary to purchase or acquire
products, services, or results needed from
outside the project team. The organization can be
either the buyer or seller of the products,
services, or results of a project.
• It includes the development and administration
of contracts or purchase orders issued by
authorized project team members.
 Procurement Process (pg.189)

• Procurement process can be effectively

presented as flowchart outlining a series of
steps. In practice, there might be a number of
iterations between certain steps & also the
steps could be carried out in a different order.
 Procurement Planning (pg.189 & 190)

• Is a process in which a project team identifies

what products & services are best procured
from outside the project organisation. This
decision is referred to as buy-or-make.
• This decision considers: what to procure; how
much to procure; what is required; when to
procure; where to procure; & how to procure.
 Scope of Work (pg.189)

• Scope of work is the starting point of the

procurement process, as it is the WBS work
packages that identify the complete list of jobs
together with their associated materials,
components & equipment requirements.
 Procurement List (pg.191)

• The procurement list is developed from the

project’s scope of work & compiled in the
agreed format & to the agreed timeframe.
• On a small project this could be an expansion
of WBS.
 Procurement Schedule (pg.191 & 194)

• To highlight the order-by-date the

procurement list is integrated with the
schedule Gantt chart.
• The procurement schedule is developed after
the CPM & Gantt charts have established a
logical sequence of work & a schedule.
 Supplier & Vendor List (pg.191)

• The project manager needs to be satisfied that

the supplier have the production & quality
management systems to deliver the product
to the required specification, quality standards
& schedule. Therefore all potential suppliers
need to be identified & pre-qualified.
 Invitation to Tender (pg.191)

• The tender document forms the basis of the

contract, it should be sent to the suppliers
within the stipulated timeframe.
 Tender Adjudication (pg.192)

• The tender adjudication process scrutinises the

quotations by compiling a technical & commercial
bid tabulation of the quotations, this ensures that
apples are compared with apples.
• This process identify the risks associated with the
supply of the goods or services & documents the
risk.
• Confidentiality of this process is very important.
 Raising the order (pg.192)

• All issues pertaining to the purchase order

should be raised using company’s standard
terms & conditions of contract. The terms &
conditions should be signed off by the
company lawyer.
 Expedite (pg.192 & 198)

• The expediting process follows up on the

purchase orders to ensure & encourage the
supplier to meet their contractual
requirements, this is a duty of the expeditor.
 Transport (pg.192)

• The transport process considers the different

methods of moving the materials &
components from the supplier to the project.
 Receiving (pg.192)

• The receiving process checks the procured

goods into the company.
• This involves checking the goods against the
delivery note, checking the delivery note
against the purchase order & checking the
quality for the products against the required
conditions.
 Warehouse, Accounts & Storage
(pg.192)

• Warehouse
• Accounts
• Documents Storage