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Project Management:
A Managerial Approach 4/e
By Jack R. Meredith and Samuel J. Mantel, Jr.
Puli!hed y John "iley # Son!, $nc.
Pre!entation prepared y R%BM "e&roup
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Project ManagementA Managerial Approach
'hapter (
Project Planning
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Project Planning
There are several reasons to useconsiderable care when planning
projects: The primary purpose of planning is to
establish a set of directions in enough detail
to tell the project team exactly what must
be done
The purpose of planning is to facilitate later
accomplishment
Chapter 5-1
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$nitial Project 'oordination
It is crucial that the projects objectives beclearly tied to the overall mission of the
!rm " project launch meeting is an initial
coordinating meeting that serves as a visiblesymbol of top managements commitment to
the project The project launch meetings success is
absolutely dependent on the existence of awell-de!ned set of objectives
Chapter 5-#
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Project )aunch Meeting
$hould not allow plans% schedules% andbudgets to go beyond the most aggregated
level at the launch meeting The outcomes should be:
1& Technical $cope is established
#& 'asic areas of performance responsibility
are accepted by the participants
(& $ome tentative overall schedules and
budgets are spelled out
Chapter 5-(
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'ompo!ite Plan
)ach individual*unit accepting responsibility for a
portion of the project should agree to deliver a
preliminary plan about how that responsibility will be
accomplished
These plans should contain descriptions of the re+uired
tas,s% and estimates of the budgets and schedules
These plans are then scrutinied by the group and
combined into a composite project plan
Chapter 5-.
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'ompo!ite Plan
The composite plan% still not completely !rm% is
approved by each participating group% by the
project manager% and then by senior
organiational management
)ach subse+uent approval hardens the plan% and
when senior management has endorsed it% any
further changes in the projects scope must be
made by processing a formal change order
Chapter 5-5
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Project Plan
The !nal approved result of this procedure is theproject plan% also ,nown as a Master or Baseline plan
/nce planning phase is complete% it is bene!cial tohold a post-planning review
The major purpose of the review is to ensure that allnecessary elements of a project plan have beenproperly developed and communicated
Chapter 5-0
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Project Plan *lement!
The process of developing the project planvaries among organiations% but any projectplan must contain the following elements:
Overview - a short summary of the objectivesand scope of the project
Objectives - " more detailed statement of thegeneral goals noted in the overview section
General Approach - describes both themanagerial and technical approaches to the wor,
Chapter 5-
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Project Plan *lement!
Contractual Aspects - includes a complete list
and description of all reporting re+uirements%customer supplied resources% liaison arrangements%
advisory committees% project review andcancellation procedures% etc&
Schedules - this section outlines the various
schedules and lists all the milestone events
Resources - this includes the budget 2both
capital and expense re+uirements3 as well as costmonitoring and control procedures
Chapter 5-4
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Project Plan *lement!
Personnel - this section lists the expected personnel
re+uirements of the project including special s,ills%training needs% and security clearances
Evaluation Methods - every project should be
evaluated against standards and by methodsestablished at the projects inception
Potential Problems -this section should include
any potential diculties such as subcontractor default%technical failure% tight deadlines% resource limitationsand the li,e& 6replanning may avert some crises
Chapter 5-7
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Project Planning in Action
6roject plans are usually constructed bylisting the se+uence of activities re+uiredto carry the project from start to
completion% and developing an action planto complete the activities
This helps the planner decide thenecessary se+uence of things
$e+uencing is a necessary considerationfor determining the project schedule andduration
Chapter 5-18
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Project Planning in Action
$oftware and hardware developerscommonly use a planning process
oriented around the life cycle events: Concept evaluation
9e+uirements identi!cation
esign Implementation
Test
Chapter 5-11
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Project Planning in Action
$oftware and hardware developmentplanning process 2cont&3
Integration
;alidation
Customer test and evaluation
/perations and maintenance
Chapter 5-1#
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Sy!tem! $ntegration
Systems Integration is one part ofintegration management and plays a crucialrole in the performance aspect of the project
This includes any technical specialist in thescience or art of the project who is capableof integrating the technical disciplines toachieve the customers objectives
Chapter 5-1(
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Sy!tem! $ntegration
Systems Integration is concerned withthree major objectives:
Performance - what a system does
Eectiveness - achieve desired performancein an optimal manner
9e+uires no component speci!cations unless
necessary to meet one or more systems re+uirements
)very component re+uirement should be traceable to
one or more systems re+uirements
esign components to optimie system performance%not the performance of subsystems
Cost Sstems - cost is a design parameter
Chapter 5-1.
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+ierarchical Planning
Sy!tem
"ll activities re+uired to complete a project
must be precisely delineated% and coordinated
$ome activities must be done se+uentially%and some simultaneously
<sing a hierarchical planning system will allow
these activities to be identi!ed and sorted
appropriately
"lso ,now as the =even planning process>
Chapter 5-15
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Sorting ut the Project
The importance of careful planning can scarcely
be overemphasied
6into and $levin developed a list of ten factors
that should be associated with success in
implementation projects
The factors were split into strategic and tactical
clusters
Chapter 5-10
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Sorting ut the Project
$trategic $uccess ?actors:
Project Mission - spell out clearly de!ned and
agreed-upon objectives in the project plan
!op Mana"ement Support - it is necessary for
top management to get behind the project at the
outset% and ma,e clear to all personnel involved
that they support successful completion Project#s Action Plan - detailed plan of the
re+uired steps in the implementation process
needs to be developed including all resource
re+uirements Chapter 5-1
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%he "ork Breakdo-n Structure
The @or, 'rea,down $tructure 2@'$3 can
ta,e a variety of forms that serve a variety
of purposes
The @'$ often appears as an outline with
Aevel I tas,s on the left and successive
levels appropriately indented
The @'$ may also picture a projectsubdivided into hierarchical units of tas,s%
subtas,s% wor, pac,ages% etc&
Chapter 5-14
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%he "ork Breakdo-n Structure
The @'$ is an important document and can betailored for use in a number of diBerent ways
It may illustrate how each piece of the project
contributes to the whole in terms of performance%responsibility% schedule% and budget
It may list the vendors or subcontractors associatedwith speci!c tas,s
It may serve as the basis for ma,ing cost estimates orestimates of tas, duration
It may be used to document that all parties havesigned oB on their various commitments to the project
Chapter 5-17
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%he "ork Breakdo-n Structure
eneral steps for designing and using the @'$:
1& <sing information from the action plan% list the tas,brea,down in successively !ner levels of detail&
Continue until all meaningful tas,s or wor,pac,ages have been identi!ed
#& ?or each such wor, pac,age% identify the datarelevant to the @'$& Aist the personnel andorganiations responsible for each tas,&
(& "ll wor, pac,age information should be reviewedwith the individuals or organiations who haveresponsibility for doing or supporting the wor, inorder to verify the accuracy of the @'$
Chapter 5-#8
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%he "ork Breakdo-n Structure
eneral steps for designing and using the @'$ 2cont&3: .& The total project budget should consist of four elements:
direct budgets from each tas,D an indirect cost budget for theprojectD a =contingency> reserve for unexpected emergenciesD
and any residual% which includes the pro!t derived from theproject
5& The project master schedule integrates the many diBerentschedules relevant to the various parts of the project
Items 1-5 focus on the @'$ as a planning tool but itmay also be used to monitor and control the project
Chapter 5-#1
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%he "ork Breakdo-n Structure
Items 0 and focus on the @'$ as an aid tomonitor and control a project:
0& The project manager can examine actual resource
use% by wor, element% wor, pac,age% tas,% up to thefull project level& The project manager can identifyproblems% harden the estimates of !nal cost%
and ma,e sure that relevant corrections have beendesigned and are ready to implement
& The project schedule may be subjected to the samecomparisons as the project budget& "ctual progress
is compared to scheduled and corrective actioncan be ta,en
Chapter 5-##
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$nterace 'oordination through
$ntegration Management
The most dicult aspect of implementing aproject is the coordination and integrationof the various elements of the project
The intricate process of coordinating thewor, and timing of all inputs is calledintegration management
Interface coordination is used to denotethe process of managing this wor, acrossmultiple groups
Chapter 5-#(
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Approache! to $nterace
Management
9ecent wor, on managing the interfacefocuses on the use of multifunctionalteams 2ET3
There is general agreement that ET has afavorable impact on product*service designand delivery
$uccessfully involving cross-functional teamsin project planning re+uires that somestructure be imposed on the planning process
Chapter 5-#.
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Approache! to $nterace
Management
" diBerent attac, on the problem is de!ningand mapping all interdependencies betweenthe various members of the project team
9ather than mapping interfaces on the !rmsorganiational chart% instead it maps theinterdependencies directly
oes not ignore the value of the @'$% action plan% or
6)9T*C6E networ,s% but simply uses interface mapsas a source of the coordination re+uirement tomanage the interdependencies
Chapter 5-#5
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Summary
The preliminary wor, plans are important
because they serve as the basis for personnel
selection% budgeting% scheduling and control Top management should be represented in the
initial coordinating meeting where technical
objectives are established% participant
responsibility is accepted% and preliminary
budgets and schedules are de!ned
Chapter 5-#0
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Summary
Common elements of the project plan are the
overview% statement of objectives% general
approach% contractual re+uirements%
schedules% budget% cost control procedures%
evaluation procedures% and potential problems
$ystem integration concerns the smooth
coordination of project systems in terms of
cost% performance% and eBectiveness
Chapter 5-#
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Summary
The wor, brea,down structure 2@'$3 relates the
details of each subtas, to its tas, and provides
the !nal basis !r the project budget% schedule%
personnel% and control
@hen multifunctional teams are used to plan
complex projects their wor, must be integratedand coordinated& Interface maps are a useful
way of identifying the interdependencies that
must be managedChapter 5-#4
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Project Planning
FuestionsG
Chapter 5-#7
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Project Planning
6icture ?iles
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Project Planning
Figure 5-1
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Project Planning
Figure 5-2
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Project Planning
Figure 5-4
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Project Planning
Figure 5-6
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Project Planning
Figure 5-11
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Project Planning
Figure 5-12
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Project Planning
Table ?iles
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Project Planning
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Project Planning
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