4 44-1 | PLANNINGSCOPE 2 J = PROECT mattis lh Tae ah li PT peal i amet G ALCP aweVARIOUS STAGES OF PROJECT ed cms TM - att LUGO PU Ohi ame e eh! a UPDATING THROUGH 1 20 aii EY re La hte RLY WARNINGS e Eee LEO ia Pa eee ee THINKINGProject : Converting a vision, a dream or a need to reality. ¥ Ajob that has a beginning and an end (Time) ¥ Aspecified outcome(Scope) ¥ Ata stated level of Performance (Quality) Quality v Ata budget(Costs). Time Scope Cost Project Characteristics : " Temporary : Has definite Start and Finish =» Unique : Product/Service is different in some distinguishing way (e)Management : Management is the technique of understanding the problems, needs and controlling the use of Resources, Cost, Time, Scope and Quality. Project Management : Application of knowledge, skills , tools & techniques to project activities in order to meet stakeholder needs & expectations from a project. Needs : stated part of the project Expectations : unstated part of the project mle elmo mare mR MTree (mL ele comprising Quality”Why do companies use PM? * To handle projects effectively in an organization. * To define the project and agree with the customer * To plan and assess resource needs for the project * To estimate project cost and make proposals lated * To plan & schedule activities in a project. * To allocate the right resource at the right time. * To assess risk and failure points and make backup plans. To lead a project team effectively and communicate wellWhy do people learn PM? To explore the latest concepts and techniques of project management. To increase value/contribution to the organization. To prove yourself skillful in managing projects. To learn a new thought process that helps organized thinking and structured approach. To acquire a professional degree/ recognition and increase job prospects. Endless possibilities and benefits........TEAM The key to a successful project is on the planning. All the detailed planning work for different aspects of the project is integrated into ome single plan known as the Project Management Plan. “Tells How work will be done”The PM Plan establishes the projects: ‘Why’ is from the business case ‘Why’ & ‘What? are management statement of the success criteria and should be agreed with the project sponsor *Who’ will do the work and stakeholder awareness of the project “When’ deals with schedules and phasing for the project ‘How’ which is the project manager ion to implement project from ginning to end ‘How Much’ covers the costs and budgets of the projectProject Management Overview Project - Current Challenges Inaccurate scope definition and / or ee aren tun uml no detailed project plans to achieve it budget and quality of the deliverables due to lack of controls Seema ei) controlled leading to RO! goals unmet Lack visibility on project Piero cutalee at Mies Current contract management IE Challenge Dee eel = ead area eae Mlaee , eet ece esau ead and / or loads eee one peer y Toy Se en cette te re cea Lee emuo Rs eel ree) Con deeds checks carried out J and records management in onditions aeMonitoring & Controlling Processes Enter Phase/ Exit Phase/ Start project End project2 Charter / Initiating Process / For Project Plan updates ‘ Contr Process ~ Correctly Produced deliverables for formal acceptance Planning Process _/ Project Recommended Plan Corrective actions Work results Implemented Corrective actions Closing Process _/STAGES Most important phase of the project management. PLANNING Planning is. an art and science of converting a set of objectives to realization through a series of steps executed in an organized and predicted way so fhat there will be less requirement of changes in the plan later on. The old saying “Plan the work, Work the plan”STAGES Scheduling Phase is the process of formalizing the planned activities, assigning the durations, resources and sequence of occurrence in consultation with the team members. Planning and Scheduling phases are under taken before the actual project starts.CONTROLLING STAGES Controlling phase is undertaken during the actual project implementation. Project controlling is a mechanism established to determine deviations from the project base schedule, to re-plan & reschedule during implementation to compensate the deviations on the basis of commissioning minima, flow of resources like finance, manpower, equipment & application techniques.STAGES Closing phase is the last phase of the srooualcal brings close out of the complete project. Whatever the project requirements are pre-defined, during this phase the total delivery is made and it is accepted by the customer. ‘Maximum conflicts can arise in the project during this phase between those who have worked to deliver the outcome (contractor) and those who are accepting the results of the work (customer).PM Knowledge Areas eae vm dies ates (* (=) a Pg -t1y CG peleties! nen Quality ei raProj Integration igement supports various pairs of project atria: which are identified, defined, combined and coordinated. QO Develop Project Charter ODevelop Project Management Plan ODirect and Manage Project execution OMonitor and Control Project Work OPerform Integrate Change Control OClose Project or Closeacu ae ea ¥ DOCUMENT that formally authorizes a project. ¥ Provide information about internal and external parties involved EO Term ey mat ee rey ¥ Documenting initial requirements that satisfy the stake holders’ needs and expectations. Pel ee Comni re Om mae emo mr meme (cu organization, at a level appropriate to project funding. ¥ EMPOWERS the project manager to apply resources to project. ¥ Summary level Milestone schedule and Summary level Budget.: I includes the processes ear to ensure that the project includes all the work required, and only the work required to complete the project successfully QO Collect requirements ODefine Scope OCreate WBS OVerify ScopeA eee lea toed ¥ A deliverable-oriented hierarchical decomposition of work to be executed by the project team to: *create required deliverables * accomplish project objectives ~ WBS organizes and defines the total scope and represents specified in the current approved Scope Statement! ¥ Process of subdividing project deliverables and project work into more manageable components. ¥ Lowest level of WBS is work package can be scheduled, cost estimated, monitored, and controlled.A PROJECT OVERALL PROJECT ———————ee SITE MORILISATION ASIC ENGINEERINC PLACEMENT OF baal ORDER ON VENDORS — heidi | ravawon I Sues ff Sctvsene | * KPL-WBS% Project Time Management ensures the timely completion of the project. - Q Plan Schedule Management O Define Activities OSequence Activities OEstimate Activity Resources Ol Estimate Activity Durations O Develop Schedule = Gre) alice] msiojat-re|U)(-1Objective wes List main phases Build initio! Project Schodute Sequence & Estimate durations ‘Add lower level Allocate resources details as and constraints required lopumice i scnedui¥ Schedule once finalized is set as a baseline v Progress of work are tracked against the baseline ¥ Current progress is arrived from various (Engineering, Proc, Manufacturing and Construction) Trackers developed for the purpose. These schedules are called current schedules ¥ Analysis and forecasting is done in progress reports. Schedule using MS Project Schedule using Primavera (P64) Engineering Tracker Manufacturing & Supply Tracker construction tracker+ Project cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget. i= ies iano) i-Rerecai OConvert it into budget QLoad the cost into schedule OPerform earned value (EV) analysis OPerform estimate at complete (EAC) OAdminister changes ‘\ OControl cost+ Project Quality Management ensures the project will satisfy NEEDS for which it was undertaken. Q Plan Quality OPerform Quality Assurance OPerform Quality contro! & What is Quality? ¥ Conformance to specifications Malate mo mec}Project human resource management includes the processes that organize, manage, and lead the project team and to make most effective use of people involved in the project. 0 Develop HUman Resource Plan (Role & Responsibility, Organization chart, Staffing Management Plan) O Acquire project team O Develop project team i) ‘Manage project team Organization Chartect HR Management Organization ; fas Culture and Structure Templates | Checktists _| 4 Change [estimate sctiviry 4 conrectio resources nent play upehntes | Report ] Develop project team | Performance L a t Project plan management Direct & manage Team Performance updates | Project Execution Work Performance = Recommended F ECR Performance reports Close project“+ Project communication management include processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, a nd ultimate disposal of project information. O Identify Stakeholders 0 Plan Communication QO Distribute Information O Manage Stakeholders expectations O) Report Performance aneMan (oamele ect nay PM Ot edie) SASSO Passi em rnin oui OMray ame SA ue Henne aey PAPO cameo meio ¥ Project managers ¥ Project team Pa aeiclmnunntasd ¥ Operations management ¥ Sellers/business partnersDevelop Project Communications Management project charter, 7 Identify Stakeholder Collect * Project charter stakeholders | | Register Requirements| “Procurement | Stakeholder documents Management Strategy ———_ Plan Plan Communications procurements Enterprise! a Manage organization ig Stakeholder expectations + Enterprise environmental factors “OPAs“> Project Risk Management is concerned with identifying, analyzing and responding to project risks. | O Plan Risk Management ela Nae) OPerform Qualitative Risk Analysis OPerform Quantitative Risk Analysis OPlan Risk responses _OMonitor and Control Risks | Risk Register* Project Procurement Management is needed to acquire material, goods and services outside performing organization to meet project scope. QO Plan Procurements Conduct Procurement O Administer Contracts QO Close Procurement* Projects generally don't go 100% as planned resulting into variations from plans in scope, time, cost, quality 4 Change control boards (CCBs)Document management is very important (but largely ignored) aspect of project management * This can be a sophisticated software or simple excel sheets depending on the organization strategy Once adopted its use should be fully exploited viz. 100% documents should pass through it and document reviews should be done as per the matrix defined % MIS of document status be generated at the end of _ je |“+ Proper DMS ensures right information to all stakeholders at all times * Avoid using obsolete drawings and designs for execution * Serves a very good engine for future use of project data * Example of a simple document management system Document control logS-Curve in Monthly Progress Report Progress reporting is done through different formats and curves jan - 00.00%] 80.00 1920What is “S$ Curve” $- Curve is the graphic display of cumulative progress plotted against time. Ideal $ - Curve is a sinusoidal curve based on the following formulae: Y =[]1 - sin(x/x,*180 + 90 ) *50] Y - Percent progress x — Period at which s-curve value required X,— Total period The name is derived from the 'S' like nature of the curve. $-CurveProgress distribution curve sam Peak Periad ea different seale FRR aNy nee Fira It is an ideal distribution curve. Depending upon the various guiding factors it may vary.“§ Curve” or Project Life Cycle Hstaltation Supstantlaily Complete 3 5 | Z 2 FEASIBILITY + Project Faeritation + Feoibitty Studios + Bisse Desig: begy dosign «Cost snd Schedule ‘ond Approve = Contzact Terms ‘and Conamions. + Donated’ Panning