A. Uses of planning
To direct the people who are workingHelps track how the project is goingGives you an indication on when to correct course when neededDirects how communication flows; with team members and management
B. Identifying the work to be done
Here, you’ll have to be introduced to what’s called WBS.
WBS : WORK BREAKDOWN STRUCTURE
This is used as a tool to Plan — track and manage a project
How useful is WBS?
Helps estimate time and smaller chunks of workMakes it easier to assign work to team membersBuild check points in your project that allows you to measure progress
There are TWO main tasks involved in the WBS
Summary task; The higher level tasks that summarize the project. These levels depend on the size of the project.Work packages; Which are lowest level tasks
C. How to build a WBS
The best way is to start from the top levels (Summary task) and work your way down to the bottom.Identify levels of summary tasks. This can be done by breaking work groups down.Begin with the Scope statements and Deliverables.
Trade Show WBS
Note: You will have to break down work to match the frequency of status reports
Generally, most managers shoot for work packages that use 8–80 hours to finish
D. How can you test to verify if you used the right breakdown structure
You will have to answer these very simple questions, and only then would you be able to tell if you did a great job breaking down your work structures.
Is time and cost easy to calculate?Is the status easy to measure at all times?Are tasks duration shorter than what is actually being reported?
It’s also very important to note that some parts of the work might need to be broken into three parts because of more work, but others may need only two steps.
E. Defining Work packages
To make sure your team knows what to do, create work package documents that describe work identified in the WBS in detail.
How familiar the work isThe experience of the person to whom the task is assignedIf work is unfamiliar, the manager should turn to team leaders
Here is the place in the project’s life time that will tell you how long the project will last and when you will need the people for the work.
The WBS identifies the work people have to do in the project but it does not tell you how long the work will take.
I. Turn the Tasks into schedule
The tasks should be placed in the right sequence order.Specify which task finish first before starting new ones.Note which ones start and finish at the same time.
II. Specify Dependencies
Estimate the time that each task will takeIdentify people on your project team and assign them to task.
To know the task duration, estimate hours and the number of people to do the work
Take into account other constraints such as deadlines.
The manager should understand everybody’s role and responsibility on the project.Team members should know the chain of command and understand their roles
Understanding the roles of people on the project
1.The best tool to use is called Responsibility Matrix.
This has FOUR categories of responsibilities;
r = Group responsible for doing the worki = Informed, meaning this group needs to be informedc = Consult a team about decisions, but this group is not accountable for decisionsa = This group is held accountable for decisions made as they approve and delegate work.
2. Review the responsibility matrix before starting work. Make sure to resolve any issues.
3. Create project organization chart
Chart Identifies the chain of command in case you need to address an issue to some one, you’ll know exactly who that someone is.It shows hierarchy.
4. Identify the type and number of skilled workers the project requires.
Build Skills Matrix
G. Project Budget
Total cost is very important. Projects boil down to money. As a project manager, you estimate total project cost by calculating the cost to complete all work.
You’ll have to present it to management and they’ll approve or not. Management can provide you with a target budget and then you’ll work within that.
You’ll have to let employees’s salary be taken care of by HR — this cost is called Burden cost.Include time-based cost into total project cost. For example;
Rental equipment costOffice lease cost
Include Material cost. eg; Papers to print sales, toner, misc.Include ancillary cost for example travel cost, training cost, registration fees
H. Risk Management Plan
This tool is used to plan for risks that can be encountered. To build a risk management plan first you must identify the problems that a project may face. There are two types of risks knowns and unknowns.
Team members living apartMis-communicationTime zone differenceLack of details (for example, specific deliverables)Limited options (for example, people with skills that are hard to find)
Cancelled flights or shipmentsTechnology may fail and may cost more that expectedContingency funds (for example, this can be avoided by having an insurance policy)
Design and fill out a risk information sheet and document the specification of the risks.
I. Assessing Risks
There are two questions.
1. What is the likelihood that a risk will occur?
2. How big is the impact if it does occur?
A. After assessing the risks prioritize them and decide which one to manage.
B. Decide how to respond to each risk in a plan by:
Accepting consequencesUsing contingency fundsAvoid risks — remove from project scopeMitigate — change project scope or reduce the risk consequencesTransfer the risks
C. Define how to monitor risks and measure responses by creating a risk log.
J. Communication Plan
Identify the audience from the responsibility metricsDefine what the audience needs to knowAs a project is underway communicate its progress
Responsibility Matrix Table
H. Quality Management Plan
What is Quality? You must meet the clients requirements.
on timewithin budget
The quality management plan has three processes.
QUALITY MGT PLAN DIAGRAM
Define quality assurance plan (for example, 3 eggs out of 1,000 eggs have to be okay)Inspection: This is done by peer reviews and walk-thrus
TOOLS FOR QUALITY IMPROVEMENT
The cause and effect diagram also known as the fish bone diagram will help to identify
factors that can lead to problem.
Fishbone OR Cause and Effect Diagram
I. Change Management
Ask yourself; What items do I want to control?
For example; Project Scope requirements or project plan !
The versions that you control are called Baseline Documents.
Change Management Document
You will need two things from here:
A change review board, made up of core project people You must introduce a change request form
J. Estimating …………………………………………………………………………….Will Continue soon