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component 5 project planning, monitoring and evaluation.pdf
1. Component 5: Brief discussion on project
planning, monitoring and evaluation
1. Creating the Project Schedule
2. • According to Heldman (2009), the scheduling
process cover the following aspects:
• •Definition of activities (if this has not been done in
the WBS process)
• •Understanding the Sequence Activities Process
• •Estimating Activity Resources
• •Estimating Activity Durations
• •Developing the Project Schedule
3. Definition of activities
• To develop the schedule, you first need to define the activities
(if these activities have not been discussed in the WBS),
sequence them in the right order, estimate resources, and
estimate the time it will take to complete the tasks.
• The Define Activities process is a further breakdown of the
work package elements of the WBS.
• It documents the specific activities needed to fulfill the
deliverables detailed on the WBS.
• This process might be performed by the project manager, or
when the WBS is broken down to the subproject level, this
process might be assigned to a subproject manager.
4. • There are several tools and techniques used in the
definition of activities, such as decomposition, rolling
wave planning, use of templates and expert judgment.
• Decomposition in this process involves breaking the
work packages into smaller, more manageable units of
work called activities.
• These are not deliverables but the individual units of
work that must be completed to fulfill the deliverables
listed in the WBS.
• Activities will help in later Planning processes to define
estimates and create the project schedule
5. • Activity lists (which are one of the outputs of this
process) from prior projects can be used as
templates in this process
• Rolling wave planning involves planning near-term
work in more detail than future-term work
• Expert judgment, in the form of project team
members with prior experience developing project
scope statements and WBSs, can also help to define
activities.
6. • The definition of activities has three outputs:
activity list, activity attributes, and milestone list.
• The activity list should contain all the schedule
activities that will be performed for the project,
with a scope of work description of each activity
and an identifier (such as a code or number) so that
team members understand what the work is and
how it is to be completed.
• Activity attributes describe the characteristics of the
activities and are an extension of the activity list.
7. • Activity attributes will change over the life of the project as more
information is known. In the early stages of the project, activity
attributes might include the activity ID, the WBS identification
code it’s associated with, and the activity name.
• As you progress through the project and complete other Planning
processes, you might add predecessor and successor activities,
etc.
• Milestones are typically major accomplishments of the project and
mark the completion of major deliverables or some other key event
in the project.
• For example, approval and sign-off on project deliverables might
be considered milestones.
• Other examples might be the completion of a prototype, system
testing, contract approval, and so on.
•
8. Understanding the Sequence Activities
Process
• When you’ve identified the schedule
activities, you need to sequence them in a
logical order and find out whether
dependencies exist among the activities.
• The interactivity of logical relationships must
be sequenced correctly in order to facilitate
the development of a realistic, achievable
project schedule in a later process.
9. Estimating Activity Resources
• All projects, from the smallest to the largest, require resources.
•
• The term resources, in this case, does not mean just people; it
means all the physical resources required to complete the project.
• The PMBOK® Guide defines resources as people, equipment, and
materials.
• But in reality, this includes people, equipment, supplies, materials,
software, hardware—the list goes on depending on the project on
which you’re working.
• Estimate Activity Resources is concerned with determining the
types of resources needed (both human and materials) and in
what quantities for each schedule activity within a work package.
10. • The PMBOK® Guide notes that Estimate Activity Resources
should be closely coordinated with the Estimate Costs
process.
• That is because resources—whether people or material or
both—are typically the largest expense you’ll have on any
project.
• Identifying the resources becomes a critical component of the
project planning process so estimates—and ultimately the
project budget—can be accurately derived.
• You should prepare a narrative description for this output that
describes how you determined the estimate, including the
information you used to form your estimate and the
assumptions you made about the resources and their
availability.
11. Estimating Activity Durations
• The Estimate Activity Durations process attempts to estimate the
work effort, resources, and number of work periods needed to
complete each activity.
• The activity duration estimates are the primary output of this
process.
• These are quantifiable estimates expressed as the number of work
periods needed to complete a schedule activity.
• Work periods are usually expressed in hours or days. However,
larger projects might express duration in weeks or months.
• Work periods are the activity duration estimates, and they become
inputs to the Develop Schedule process.
12. • When estimating activity duration, make certain to include all
the time that will elapse from the beginning of the activity until
the work is completed .
• Most project management software programs will handle this
kind of situation automatically once you’ve keyed in the project
calendar and work periods
• Progressive elaboration comes into play during this process also.
• Estimates typically start at a fairly high level, and as more and
more details are known about the deliverables and their
associated activities, the estimates become more accurate.
• You should rely on those folks who have the most knowledge of
the activities you’re trying to estimate to help you with this
process.
13. Developing the Project Schedule
• The Develop Schedule process is the heart of the Planning
process group. This is where you lay out the schedule for your
project activities, determine their start and finish dates, and
finalize activity sequences and durations.
• Develop Schedule, along with Estimate Activity Resources and
Estimate Activity Durations, is repeated several times before
you actually come up with the project schedule.
• Most project management software programs today can
automatically build a schedule for you once you’ve entered
the needed information for the activities.
• The project schedule, once it’s approved, serves as the
schedule baseline for the project that you can track against in
later processes.
15. • Two of the most important documents to be prepared for any
project are the project schedule and the project budget.
• The schedule and budget documents are used throughout the
Executing and Monitoring and Controlling processes to
measure progress and determine if the project is on track.
• It is generally believed that the budget is easier to prepare
after the activities have been defined and the resource
estimates calculated.
• In this section, we will discuss 3 aspects:
• 1) Creating the Project Cost Management Plan
• 2) Estimating Costs
• 3) Establishing the Cost Budget Baseline
16. Creating the Project Cost Management Plan
• After you have developed an exhaustive breakdown of project activities,
and relevant duration estimates., the following question will be: How much
is it going to cost?
• The purpose of the Estimate Costs process is to answer that question.
• Every project has a budget, and part of completing a project successfully is
completing it within the approved budget.
• Sometimes project managers are not responsible for the budget portion of
the project. This function is assigned instead to a functional manager who
is responsible for tracking and reporting all the project costs.
• Heldman (2009) believes that project mangers will have more and more
responsibility in this area as the project management discipline evolves.
17. • Before diving into the Estimate Costs and Determine
Budget process, you should know that these processes
are governed by a cost management plan.
• The cost management plan establishes the format and
conditions you’ll use to plan for project costs.
• It also outlines how you will estimate, budget, and
control project costs.
• This plan includes, elements such as the Level of
accuracy , the units of measure you’ll use to estimate
resources, rules of performance measurement,
reporting formats, etc.
18. Estimating Costs
• The Estimate Costs process develops a cost estimate for the resources
(human and material) required for each schedule activity.
• This includes weighing alternative options and examining risks and
trade-offs.
• Some alternatives you may consider are make-versus-buy, buy-
versus-lease, and sharing resources across either projects or
departments.
• In this process, think also about those activities or deliverables that
may have contractual obligations that should be considered when
determining cost estimates.
• You must also examine if you have deliverables that have legal or
governmental regulations that will require additional expense to
fulfill.
19. • Thus, Health, safety, security, licenses, and
environmental factors are some of the other elements
of the scope baseline you should consider when
estimating costs, according to the PMBOK® Guide.
• Be aware that duration estimates can affect also costs.
Especially , you must watch for duration estimates
that are calculated for resources who are scheduled to
work for a per unit period of time.
• You should consider the cost of mitigating risks
(identified in the risk register), particularly those with
negative impacts to the project, when developing
project cost estimates.
20. • In order to clarify the cost estimates process supporting detail for the
activity cost estimates including any information that describes how the
estimates were developed, what assumptions were made during the
Estimate Costs process, and any other details you think are needed must
be annexed to the cost estimate document.
• According to the PMBOK® Guide, the basis of estimates should include at
least the following:
• A description of how the estimate was developed or the basis for the
estimate.
• A description of the assumptions made about the estimates or the method
used to determine them.
• A description of the constraints.
• The confidence level regarding the final estimates.
21. Establishing the Cost Budget Baseline
• The next process concerns determining the cost performance
baseline, which is the primary output of the Determine
Budget process.
• The Determine Budget process aggregates the cost estimates
of activities and establishes a cost performance baseline for
the project that is used to measure performance of the
project throughout the remaining process.
• Only the costs associated with the project become part of the
authorized project.
• The cost performance baseline is the total expected cost for
the project. It is also know as the performance
measurement baseline (PMB).
23. • Although project managers must attend to many matters,
they actually direct projects along only five parameters:
• •
Time
• •
Money
• •
Quality
• •
Organization
• •
Information
• These five parameters, are often known as the “control
factors”
• The control factors appear in project plans, progress
monitoring and project reporting.
24. • Managing time involves ensuring that tasks are
completed on time.
• Time in project plans:
• •
Determine which activities should take place in
which phase.
• •
Estimate how long each activity will take
• •
Determine the order in which activities should be
completed.
• •
Allocate people and materials.
• •
Allocate activities over time.
• •
Determine the (most important) deadlines.
25. Time in progress monitoring:
• •
Monitor progress.
• •
Monitor deadlines.
• •
Adjust schedules.
Time in project reporting:
• •
Report on the actual timeline.
• •
Analyze and explain why some tasks proceeded
much more quickly or much more slowly than
expected.
• Time schedules are based on a work-breakdown
structure (WBS).
26. Money
• The money factor manifests itself in the project
budget.
• The management of money within a project
involves ensuring that the costs remain within the
budget.
• Given that the majority of the costs in most
projects are comprised of labor costs, the factors of
money and time (the number of labor hours) are
closely intertwined.
27. Money in project plans:
• •
Determine the fees of the team members.
• •
Estimate the hours for the team members.
• •
Assign budgets to team members for specific tasks.
• •
Determine costs for material and tools.
Money in progress monitoring
• •
Monitor cash flow
• •
Negotiate with suppliers
• •
Determine whether the original cost estimates are still
accurate
• •
Adjust budgets
• •
Negotiate with customer and/or client concerning budget
adjustments
28. Money in project reporting:
• •
Compile financial reports and statements
• •
Analyze definitive financial report.
29. Quality
• The project result must fulfil a number of quality
requirements.
• This also applies to the various intermediate products of
the project.
• When managing a project, it is particularly important for
quality requirements to be determined, agreed upon and
recorded in writing during the definition phase.
• These requirements should never remain implicit.
• A clear list of requirements can be checked at the end of
the implementation phase.
• This can allow the project team to prove that they have
carried out the project according to specifications.
Additional quality requirements
30. Quality in project plans:
• •
Establish the desired quality of the project result and the
intermediate products
• (this takes place primarily in the definition phase).
• •
Establish the desired quality of the carrying out of the
various activities in the project.
Quality in progress monitoring:
• •
Test the (intermediate) results.
• •
Address any quality problems.
Quality in the project reporting:
• •
Confirm that the desired quality has been attained.
• •
Address any complaints (particularly in the follow-up
phase).
31. Organization
• Within a project, the team must be managed.
• In the narrowest sense, team management involves
determining who will do what from the list of activities.
• In broader terms, it also involves all of the soft skills (e.g.
motivational techniques, communication skills, leadership
styles) that are needed to achieve a goal with a group of
people.
Organization in project plans:
• •
Assemble the team.
• •
Assign authority.
• •
Assign tasks to team members.
• •
Make agreements concerning the availability of people
with other (project) managers and higher management.
32. Organization in progress monitoring:
• •
Direct the team.
• •
Monitor human aspects (soft skills).
• •
Mediate between the parties who are involved in
the project.
•
33. Information
• The information factor concerns how, by whom and
on which basis decisions can be taken.
• Who may decide about which matters in the
project?
• Is it the project leader, the client or a substantive
expert within the team? What will be archived and
by whom? Will tools (e.g. project website, issue
tracker, e-mail notification, joint agenda) be used?
• These and other informational questions must be
answered before a project can be started. within a
project.
34. Information in project plans:
• •
Which information must be provided to whom and in
which form?
• •
Which information will be recorded, distributed and
archived?
• •
Which information tools will be used?
Information in progress monitoring:
• •
Arrange for periodic consultation.
• •
Ensure that the right information is provided to the right
person.
• •
Determine whether agreements have been met.
Information in project reporting:
• •
Write the project report.
