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Reviewer in Project Management

The document discusses project planning and management. It describes key planning processes like activity duration estimating, schedule development, and resource planning. It also outlines core project processes like scope definition and project plan development as well as facilitating processes like risk identification and quality planning. Finally, it covers topics like the characteristics of a good project planner, project estimation techniques, and estimating project costs.

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Jenny Liza
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885 views8 pages

Reviewer in Project Management

The document discusses project planning and management. It describes key planning processes like activity duration estimating, schedule development, and resource planning. It also outlines core project processes like scope definition and project plan development as well as facilitating processes like risk identification and quality planning. Finally, it covers topics like the characteristics of a good project planner, project estimation techniques, and estimating project costs.

Uploaded by

Jenny Liza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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REVIEWER IN PROJECT MANAGEMENT

PROJECT PLANNING
• PLANNING is the process of stating objectives and then determining the most effective
activities or accomplishments necessary to reach the objectives.

• PROJECT MANAGER initiates the planning process and coordinates planning activities
into the overall project master plan.

• PLANNING PROCESS is the development of goals, strategies, task lists and schedules
required to achieve the objectives of a business.

• PROJECT INTEGRATION MANAGEMENT (P.I.M.) - involves coordinating all of the other


project management knowledge areas throughout the project’s life cycle. This
integration ensures that all the elements of a project come together at the right times to
complete a project successfully

• UNDER PROJECT INTEGRATION MANAGEMENT IS (IPEMCC)


• PLANNING PROCESS

CORE PROCESSES

SP-SD-AD-AS-ADE-SD-RP-CE-CB-PPD
FACILITATING PROCESSES

QP-OP-SA-CP-RI-RQ-RRD-PP-SP

CORE PROCESSES have planning dependencies that require them to be


performed in the same sequence on most projects.

FACILITATING PROCESSES are performed intermittently throughout the project


rather than in a specific order.
CORE PROCESS
• ACTIVITY DURATION ESTIMATING – estimating the number of work period
which will be needed to complete individual activities.

• SCHEDULE DEVELOPMENT – analysing activity sequences, activity durations


and resource requirements to create the project schedule.

• RESOURCE PLANNING – determining what resources and what quantities.

• COST ESTIMATING – developing an approximation of the costs of the resources

• COST BUDGETING – allocating the overall cost estimate to individual work


items

• ACTIVITY DEFINITION - Identifying the specific activities that must be performed


to produce the various project deliverables.

• ACTIVITY SEQUENCING - identifying and documenting interactivity


dependencies.

• SCOPE DEFINITION – subdividing the major project deliverables into smaller


and more manageable components

• SCOPE PLANNING – developing a written scope statement as a basis for future


project decisions.

• PROJECT PLAN DEVELOPMENT – taking the results of other planning


processes and putting them into a consistent and coherent document
FACILITATING PROCESSES
• QUALITY PLANNING – identifying which quality standards are relevant to the
project and determining how to satisfy them

• ORGANIZATIONAL PLANNING – identifying, documenting and assigning


project roles, responsibilities and reporting relationships

• STAFF ACQUISITION – getting the human resources needed assigned to and


working on the project

• COMMUNICATION PLANNING – determining the information and


communication needs of the stakeholders; who needs what information, when
will they need it, and how it will be given to them

• RISK IDENTIFICATION – determining which risks are likely to affect the project
and documenting the characteristics of each

• RISK QUANTIFICATION – evaluating risks and risks interactions to assess the


range of possible project outcome

• RISK RESPONSE DEVELOPMENT – defining enhancement steps for


opportunities and responses to threat

• PROCUREMENT PLANNING – determining what to procure and when.

• SOLICITATION PLANNING – documenting product requirements and identifying


potential sources

CHARACTERISTICS OF A PROJECT PLANNER


• Transparency

• Consistency

• Flexibility

• Communication Skills

• Organization

• Problem Solving
DIMENTIONS OF PROJECT PLAN DEVELOPMENT
1. INPUTS
2. TOOLS AND TECHNIQUES
3. OUTPUT

• PROJECT PLAN - A formal, approved documents used to guide both


project execution and project control

• PROJECT PLANNING - The processes involved in the development


of a project plan.
PROJECT ESTIMATION AND PROJECT COST
■ A Project is a series of tasks that need to be completed in order to
reach a specific outcome.

2 TYPES OF COST

■ RECURRING COSTS are incurred on a periodic basis (quarterly,


biannually or annually) and may be time bound or perpetual in nature.

■ ONETIME COSTS are for a definite duration and are incurred only
once.

TYPICAL IT COST COMPONENTS


LABOR/TIME

• Typically includes labor costs directly related to the work or task

• Examples are costs incurred due to the involvement of


Software/System/Network Engineers, DBAs, Production Support et
al.

MATERIAL

• Typically includes hardware, software and licensing costs

OVERHEAD

• These costs are not directly related to the work at hand but are an
important component in the accomplishment of tasks

• Infrastructure costs such as electricity

• Management and Administration of the tasks


■ PMO defines an estimate as,

– a rough calculation of the costs and the amount of work prior to


the commencement of work

Outputs of an estimation exercise are:

■ Project Costs Estimate

■ Ongoing Costs Estimate

■ Three step process ON ESTIMATION

– Identify the high level tasks

– Identify the various groups that need to be involved with each


task

– Estimate time for each task

Consult a knowledge expert for an estimate. Do not put an estimate for


someone else.
ESTIMATION TECHNIQUES
■ Single Point Estimate

– We take a single estimate per task

■ Three point Estimate

– We take three estimates per task

■ Optimistic Estimate – Best Case Scenario

■ Pessimistic Estimate – Worst Case Scenario

■ Most Likely Estimate

– Average the three estimates to get a three point estimate

■ Six point Estimation (PERT)

– We take three estimates per task

■ Optimistic Estimate – Best Case Scenario

■ Pessimistic Estimate – Worst Case Scenario

■ Most Likely Estimate

Multiply the Most Likely estimate by 4, add to the Optimistic and


Pessimistic estimates and divide by 6

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