1. Initiating and Planning Projects
PPMP20008
Week 4 Lecture
Natalie Ewin

2. Last week
Assessment Charter & Stakeholder Register Process groups Initiation and Planning Phases The Project Charter The Stakeholder Register Agile Professional Responsibilities

3. The reading this week
PMBOK
Chapters : Scope Management
Kerzner
Chapter 10: Working with Executives
Prince2
Chapter 5: Authorize Initiation
A.21: Project Product Description
There is a lot of reading to cover. Are you keeping up?

4. This week Criteria for Assignment 1 Management Plans
Schedule Management Plan
Schedule
Scheduling concepts

5. Creativity Exercise
This exercise is an exercise in creativity. You will need a pen or pencil and paper. If you don’t have this please use your computer or notes app on your phone.
You will have 2 minutes to write down as many uses for the object in the picture as possible. This is an individual activity and as such there is to be no discussion or talking during the two minutes. There are no rules apart from the code of conduct and no collaborating. The tutor will time the two minutes and tell you when to stop. DO IT
Once the clock has stopped can the tutors please open a spreadsheet up on the computer – Ask the class if anyone got over ten uses, then 15 etc until you find the person with the greatest amount. Get that person to come up to the class and share what they have. As they share enter the uses into the spreadsheet using a different row for each use. Ask the other students to make a mark next to there list if any they have any of the items that the first student has shared. Go to the student with the next highest amount and ask if they have any other items – add them to the list noting in another column that they are from a new student, continue this until every use that the class thinks of is on the spread sheet. Please save this and send it into the coordinator.

6. Assessment Charter and Stakeholder Register
Due Friday 1 April 5pm
Where do you find what should be included in the project charter and stakeholder register?

7. Assessment Criteria Charter and Stakeholder Register
A complete project charter is supplied? (20%)
A complete stakeholder register is supplied? (20%)
The project charter is an accurate reflection of the case study? (20%)
A stakeholder register is an accurate reflection of the case study? (20%)
Appropriate and well structured, concise and clear expression of project management requirements in response to the assessment task? (10%)
Clarity of expression, grammar and spelling? (10%)

8. Assessment Sub-Plans Due Week 6 - Friday 8 APRIL 5pm
Schedule Management Plan
Project Schedule
Activity Resources
Cost Management Plan
Cost Baseline
Funding Requirements
Risk Management Plan
Risk Register

9. What are some strategies you can use to manage the second assignment?

10. Project manage your studies Create a schedule
Make sure you have a schedule for your studies
When are things due?
When will you do your readings?
Other commitments – block them out?
For assignment 2
When will you work on the eight components?
Time to discuss issues with your tutor?
Time to attend ALC?

11. The Management Plans
Notice some assignment two items are called management plans
Schedule Management Plan – p148 PMBoK
Establishes the criteria and the activities for developing, monitoring and controlling the schedule
Cost Management Plan – p198 PMBoK
Describes how the project costs will be planned, structured and controlled.
Risk Management Plan – p316 PMBoK
Describes how risk management activities will be structured and performed.
Students in previous terms haven’t grasped the use of these management plans until after the feedback from the second assignment. These plans just explain how the project manager or others are going to do the schedule management, cost management and risk management. The other items in the assignment are where they would actually do the work. For example the risk management plan does not include any risks of the project. In some organisations the PMO will have developed these plans for the whole portfolio and the project managers just need to follow them rather than create them themselves.

12. Schedule Management Plan
Identifies a scheduling method and tool
Sets the format and establishes criteria for developing and controlling the project schedule.

13. Schedule Management Plan PMBOK
Project schedule model development
Level of accuracy
Units of measure
Rules of performance measurement
Reporting formats
Process descriptions
Project schedule model development
Specify the scheduling methodology and tool
Level of accuracy
Acceptable range for for realistic activity duration
May include contingency
Units of measure
Staff hours or days or weeks ,
meters, kilometers, liters, tons
Rules of performance measurement
Rules for establishing percentage complete, earned value management techniques, progress and schedule performance etc.
Reporting formats
Define the format & frequency for schedule reports d
Process descriptions
Descriptions of the schedule management processes are documented

14. Develop Schedule

15. Project Schedule Model
Normally represented graphically- (can be tabular)
Bar Charts (Gantt charts)
Milestone Charts
Project schedule network diagrams
Image from (on 5/08/2015)
Henry Gantt

16. Activity Definition

17. Sequencing activities
Tools and techniques
Precedence diagramming method (PDM)
Dependency determination
Leads and lags
Sta

18. Precedence Diagramming Method
Take the first three milestones as described in one of the charters you handed in for the last assessment. Determine which relationship exists between them.

19. Dependency Determination
Mandatory
Legally or contractually required or inherit in the work
Also referred to as hard logic or hard dependencies
Discretionary
Established based on knowledge of best practice
Preferred logic or soft logic
External
Involve relationship between project & non-project activities
Internal
Involve precedence relationship between project activities
Generally inside projects control
Take the first three milestones as described in one of the charters you handed in for the last assessment. Determine any dependencies and the nature of them.

20. Leads and Lags Lead Complete Punch List Landscape Building Lot
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
Finish to start with lead of x weeks/days
Often represented as a negative lag in scheduling software
Complete Punch List
FS 2 week (lead)
Landscape Building Lot

21. Leads and Lags Lag Write Draft Edit Draft
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity
Start to start with lag of x weeks/days
SS 15 days (lag)
Edit Draft

22. Project Schedule Network Diagrams
A graphical representation of the logical relationships (dependencies), among the project

23. Estimate Activity Durations
Expert Judgment
Analogous Estimating
Use of historical data from a similar activity.
Gross value estimating, sometimes adjusted for known differences in project complexity.
Parametric Estimating
Use of an algorithm to calculate cost or duration based on historic data and project parameters
E.g. if it takes resource an hour to lay 25 meters of cable, the duration required to install 1000 meters is 40 hours (1000 / 25 = 40).
Image from above site on 5/08/2015

24. Estimate Activity Durations
Three-Point Estimating
Uses three estimates to identify an approximate range
Optimistic (t0)
Most likely (tM)
Pessimistic (tP)
Triangular Distribution
tE = (t0 + tM + tP)/3
Beta Distribution
tE = (t0 + 4tM +tP)/6

25. Estimate Activity Durations
Group Decision Making Techniques
An assessment process having multiple alternatives with an expected outcome in the form of future actions.
Useful for engaging team members to improve estimate accuracy and commitment to emerging estimates.

26. Estimate Activity Durations
Reserve Analysis
Including contingency reserves or buffers
May be percentage of work, fixed number of work periods, or be developed using quantitative analysis e.g. Monte Carlo Simulation

27. Schedule network analysis

28. Critical Path Method
The critical path is the sequence of activities representing the longest path through a project, which determines the shortest possible duration.
Schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended without delaying the project finish date. ‘Total Float’
Early and late start and finishes for each activity can be defined – refer Fig 6.18 PMBoK.
Figure from on 5/08/2015

29. Critical Chain Method
Allows project team to place buffers on any project schedule path to manage uncertainty
Considers the effects of resource allocation, resource optimisation, resource leveling and activity duration uncertainty.
The resource constrained critical path is known as the critical chain
Image from (on 5/08/2015)

30. Estimate Activity Resources

31. Estimate Activity Resources
Type of resource
Human resources, equipment, materials, supplies etc
Quantity of resource
Basis for the estimate for each resource
Assumptions
Resource availability
Refer section PMBoK

32. Resource Optimisation Techniques
Resource Leveling
Start and finish dates adjusted based on resource constraints
Ensuring resource requirements do not exceed predefined limits.
Schedule network may have to change
Resource Smoothing
Schedule network doesn’t change but optimise resource allocation e.g. to provide some buffering
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