1. Project Management Project Planning

2. PLANNING IN PROJECT ENVIRONMENT Establishing a predetermined course of action within a forecasted environment WHY ? To eliminate or reduce uncertainty To improve efficiency of the operation To obtain better understanding of the objective(s) To provide a basis for monitoring and controlling work

3. PROJECT PLANNING Phase 1 : Project definition Phase 2 : WBS and Detailing of task Phase 3 : Time duration analysis Phase 4 : Resource analysis Phase 5 : Scheduling and Monitoring

4. THE PLANNING CYCLE WORK BREAK DOWN STRUCTURE WORK PLANNING AUTHORIZATION MASTER PROJECT SCHEDULE DETAILED SCHEDULE PROGRAM PLAN MCCS BUDGET

5. Project Planning 1.Provide a complete definition of the work requirement - Scope of work ( SOW ) - Specifications - Schedules ( Summary ) 2.Establish a logic network with check points 3.Develop the work breakdown structure 4.Price out the WBS 5.Review WBS costs with each functional manager 6.Decide upon the basic course of action

6. Project Planning 7.Establish reasonable costs for each WBS element 8.Review the base case costs with upper level management 9.Negotiate with functional manager for qualified personnel 10.Develop Linear Responsibility Chart 11.Develop the final detailed and PERT / CPM Schedule 12.Establish pricing cost summary reports 13.Document the result into program plan

7. Linear Responsibility Chart Important tool for the implementation of a project It summarizes the relationship between project participants and their responsibility in each element of project It depicts Authority, Responsibility and Communication channel

8. Linear Responsibility Chart ( LRC ) Columns of LRC - Managers of organization element Rows of LRC - Project elements performed by the organization Each cell - An activity and the organization element to corresponds to a work package which it is assigned

9. The Responsibility Matrix

10. Structure of a Responsibility matrix Persons or positions responsible Basic design Project engineer A Project element or work package Responsibility code P Primary responsibility S Secondary responsibility N Must be notified A Must give approval

12. Linear Responsibility Chart

14. Work breakdown structure (WBS)

15. Work Breakdown Structure (WBS) WBS is a schematic presentation of the disaggregation integration process by which the project manager plans to execute the project (Heart of Project Management ) -Work content of the project is divided into Tasks to be assigned and performed by one of the participating organizations

16. The Definition of task should include : Objectives Deliverables Schedule Budget Performance Measure Responsibility Example : A University initiates a project to develop a new post graduate programme in management How to define a “Task” - Development of a specific course TASK at the lowest level of WBS Work Package Work Breakdown Structure (WBS)

17. Development of WBS is a process of work definition During the WBS development process, the questions constantly being asked are : What else is needed ? What’s next ? Planning and control based on deliverables A typical WBS might consist of five levels.

18. Elements of a Work Breakdown Structure

19. Example of WBS for Building a House

20. Figure : Typical WBS based upon primary hardware: Fighter Aircraft (Courtesy, Metier Management Systems)

21. Work breakdowns based on physical compositions of a project

23. Work breakdowns based on non-physical characteristics

26. Organization breakdown structure (OBS) The OBS of a project is concerned with its internal organization and not the relationships of the organization elements with their parent organizations, matrix or otherwise. It is the internal organization chart of the project, constructed similar to WBS.

31. Integration of WBS and Project Organization

32. Project activity, task, work package, cost account

34. PROJECT BUDGET Cost Accounts are created where WBS and OBS meet

35. PROJECT BUDGET

36. Integration of WBS and OBS

41. The concept of float or slack Float or slack is the amount of time by which an activity can be delayed without delaying the whole project. Helps to identify critical activities and demand priority for management attention when controlling progress or allocating scarce resources. Total float is the amount by which an activity may be delayed without affecting the start times of any following activities, provided that its preceding activities have finished at their earliest possible times.

42. The concept of float Negative total float will result if the planner or project manager attempts to impose a target date on the project (or any activity in the network) that is earlier than the earliest possible date determined by the forward pass. Free float is the amount by which an activity may be delayed without affecting the start times of any following activities even when the activity’s preceding activities have been delayed to their latest possible times. It cannot be a negative quantity.

46. Hierarchical planning structures in project X

49. Illogical Loop

50. Extended Network Techniques to Come Close to Reality Laddering Activities are broken into segments so the following activity can begin sooner and not delay the work. Lags The minimum amount of time a dependent activity must be delayed to begin or end. Lengthy activities are broken down to reduce the delay in the start of successor activities. Lags can be used to constrain finish-to-start, start-to-start, finish-to-finish, start-to-finish, or combination relationships.

51. FIGURE: Activities Performed Serially

52. FIGURE: Activities Performed Concurrently

53. FIGURE: Laddering

54. Example of Laddering Using Finish-to-Start Relationship

55. Use of Lags Finish-to-Start Relationship Start-to-Start Relationship

57. Finish-to-start and Start-to-start Finish-to-start lags are frequently used to order materials. For example, it may take one day to place an order, but 10 days to receive the goods. Start-to-start lag, activity Q cannot begin until five time units after activity P begins. It depicts a situation in which you can perform a portion of one activity and begin a following activity before completing the first, e.g., a pipe-laying project.

58. Finish-to-finish and Start-to-finish Finish-to-finish: The finish of one activity depends upon the finish of another activity, e.g., testing cannot be completed any earlier than four days after the prototype is complete (not finish-to-start as testing of subcomponents can begin early but ‘system testing’ goes on for four days after prototype is finished). Start-to-finish : The finish of an activity depends upon the start of another activity, e.g., system documentation cannot end until three days after testing has started as all the relevant information to complete the system documentation is produced after the first three days of testing.

59. Use of Lags (Cont’d) Use of Lags to Reduce Detail

60. Use of Lags (cont’d) Finish-to-Finish Relationship Start-to-Finish Relationship Combination Relationship

61. Controlling costs

64. Controls for indirect costs