Course Title: Project Planning and Scheduling

Course No. MPPM: 513

Credit Hours: 2

Course Descriptions
The most important responsibilities of a project manager are planning, integrating and executing
the plans. Projects because of their relatively short (fixed life) duration and often prioritized
control of resources require formal & detailed planning, cost estimation & pricing, budgeting and
scheduling.

This course, therefore, deals with the techniques of planning for implementations of project ideas
that successfully passed the feasibility and appraisal processes. Issues to include are scope
definition, quality planning, negotiation, organization considerations, communication and decision
making and related interpersonal considerations. More importantly, the module provides
techniques of application of software packages in project planning and scheduling phases.

Objectives:

After completing this course, students will be able to:

 Develop project plans from end to end
 Formulate and /or revise project objectives and deliverables
 Develop detailed and formal planning document for project implementation
 Design the required organizational structure (the number and kinds of positions) required
to achieve or exceed objectives
 Develop policy, procedure and other standards for implementation of projects
 Conduct cost estimates and formulate the price of projects
 Develops budget (material and human resource requirements) for projects
 Develop time budget and design schedule for projects
 Apply information technology tools (software packages) for planning and scheduling of
projects.
CHAPTER ONE: PROJECT PLANNING

1.1. Meaning
1.2. Why project planning
1.3. Objectives
1.4. Tools
1.5. The project Planning Cycle
1.6. The project Planning Outputs
1.7. Why Do Plans Fail?
1.8. Policies, Procedures and Standards in Projects
1.9. Logical Framework
1.10. Stages Analysis (stakeholder, problem, objective &strategies)

CHAPTER TWO: TYPES OF PROJECT PLANNING

2.1 Project Scope Management Planning

2.2 Project Time Management Planning/Scheduling
2.3 Project Cost Management Planning
2.4 Project Quality Management Planning
2.5 Project HR Planning
2.6 Project Communication Management Planning
2.7 Project Risk Management Planning
2.8 Project Monitoring Planning
2.9 Total Project Planning

CHAPTER THREE: PROJECT SCHEDULING AND MANAGEMENT

WITH PERT/CPM

3.1 Benefits and Advantages of Scheduling

3.2 Historical Evolution of Network Scheduling
3.3 Network Fundamentals and Terminology
3.4 Using a Network to Visually Display a Project
3.5 PERT/CPM and their Difference
3.6 Graphical Evaluation and Review Techniques (GERT)
3.7 Project Scheduling techniques: PERT/CPM
3.8 Project Scheduling with Known Activity Times
3.9 Project Scheduling with Uncertain Activity Times
3.10 Considering Time-Cost Trade-Offs
3.11 Linear Programming Model for Crashing
3.12 Scheduling and Controlling Project Costs
3.13 Evaluation of PERT/CPM
CHAPTER FOUR: PROJECT EXECUTION

4.1. Build Deliverables

4.2. Monitor and Control
4.3. Perform Time Management
4.4. Perform Cost Management
4.5. Perform Quality Management
4.6. Perform Change Management
4.7. Perform Risk Management
4.8. Perform Issue Management
4.9. Perform Procurement Management
4.10. Perform Acceptance Management
4.11. Perform Communications Management

CHAPTER FIVE: DETERMINING PROJECT PROGRESS AND RESULTS

5.1. Project Balanced Scorecard Approach

5.2. Internal Project Issues
5.3. Customer Issues
5.4. Financial Issues
5.5. Re-planning if Necessary

CHAPTER SIX: FINISHING THE PROJECT AND REALIZING THE BENEFITS

6.1. Introduction
6.2. Validate Scope
6.3. Close Procurements
6.4. Close Project
6.5. Post-Project Activities
6.6. Document a project closure report

Mode of Delivery
 Lecture, group and individual assignments, case analysis’ and developing project plan

Assessment Scheme
 Respond paper (individual) 15%
 Problem tree, objective tree and log frame (group). 25%
 Article review (group) 20%
 Punctuality 10%
  Final exam 30%
Total 100%

References
Cleland, David I. (2004), Field Guide to Project Management, 2nd ed. John Wiley & Sons,
Inc.

Eric S. Norman, Shelly A. Brotherton, Robert T. Fried, (2008), Work Breakdown

Structures: The Foundation for Project Management Excellence

Henry F.w. Naylor, (1995), Construction project management: planning and scheduling

Kerzner, Harold. 2006. Project Management: A Systems Approach to Planning, Scheduling,

and Controlling. 9th ed. New Jersey

Jonathan F. Hutchings, (2004), Project Scheduling Handbook, Marcel Dekker, Inc.

Joseph W. Weiss and Robert K. Wysocki, (1992), 5-Phase Project Management: A

Practical Planning and Implementation Guide, Perseus Books

Lewis James P. (2011), Project Planning, Scheduling & Control, 5th Edition

Meredith, J. and Mantel, S.J. (2010), Project Management: A Managerial Approach. 7th
ed. John Wiley & Sons, Inc.

Moder Joseph J. Phillips Cecil R. Davis Edward W. (1983), Project

Management with CPM, PERT and Precedence Diagramming 3rd Ed. Van
Nostrand Reinhold Company New York,
Olan Passenhiem, (2009), Project Management: www.bookboon.com

Pedro Serrador, (2015), Project Planning and Project Success, The 25% Solution, CRC
Press Ricardo Viana Vargas, (2008), Practical Guide to Project Planning, Auerbach
Publications Project Cycle Management, (2004), Management Tool for Development
Assistance, FACID